Page 1 of 18

Mgmt301 Unit 1

Slide 1

Principles of Management and Operations

MGMT 391

Course Instructor Dr Mark Yockey

myockeyusdedu

Text and slides

Mason Carpenter Talya Bauer and Berrin Erdogan

Audio

Hello welcome to Principle of Management and Operations Management 301 Irsquom Dr Mark

Yockey I will be your instructor for this course A little background information on myself I

have my PhD in Business Management from Washington State University I spent 20 years in

various management positions in business and lots of outside management positions as well

leadership and other organizations I hope you all will enjoy this course and find it quite

practical What do you say we get started

Slide 2

Principle of Management and Organizations

We live our lives in various organizations

Goal Practical and applicable for everyone not just future managers

Organizations are both frustrating and rewarding

Future classes ndash MGMT 401 Leadership MGMT 491 Business Strategy and Policy

Audio

We spend our entire lives living in various types of organizations Wersquore going to be

concentrating on business organizations but this class actually applies to a number of types of

organizations whether it is social settings or family settings any organization that you belong

to My goal is to make this course very practical for you To recognize that whether yoursquore a

manager or not a manager you have an impact on those individuals around you And the

organizations to which you belong Organizations are both frustrating and rewarding We need

organizations to not only accomplish work but to satisfy the social aspects of our lives But

wersquove all read the Dilbert comics and we know how frustrating organizations can be

If you find this course interesting I would suggest you take some additional courses in

management Particularly the Leadership class 401 If you become a Business Management

major yoursquoll probably take Business Strategy and Policy This course is intended as an overview

of the discipline of management Businesses are divided into different disciplines accounting

finance economics marketing and management Management covers kind of the people side of

things So I hope that yoursquoll enjoy this course and find it very useful for your everyday life

Page 2 of 18

Slide 3

Housekeeping Items

Contact information

- Questions for Instructor

- Email myockeyusdedu

Teams

Threaded discussions

- Timing of posts

- Dues datestimes

Peer evaluations

Writing portfolios

Audio

Letrsquos get started by taking care of a few housekeeping items If you need to contact me the best

place to get answers to general questions is in the Question for Instructor area which is located in

the threaded discussion This is a place where you can post questions about the course in general

or if you have questions about an assignment Often times your classmates will see that question

before I do theyrsquoll be able to respond to that question more quickly and take care of that for you

If you need to contact me directly you can do so at my email myockeyusdedu or through the

course email space Because of the size of this class which typically ranges between 90 and 100

students we will be divided out in teams You can imagine what it would be like trying to do a

threaded discussion with 90 other people So we will have teams of roughly 8-11 members

depending upon the number of people we have in the class Those teams will operate primarily in

threaded discussion areas

Now the timing of your posts is very important to me in those threaded discussions They are

meant to be discussions Some students have a tendency to post only at midnight on Sunday

night Now our schedule will run basically Monday morning through Sunday night With all

assignments being due midnight Sunday night Thatrsquos midnight Pullman time Now if

everybody waits till Sunday to discuss well then you donrsquot have a discussion at all you just have

a bunch of posts So I would like to see members of the teams posting by Wednesday night If

we post by Wednesday night that gives other members of the team a chance to read your post

and respond to that to add to it to integrate to talk about the various things So please try to post

by Wednesday night whenever possible I recognize that some weeks that wonrsquot be possible but

do the best you can But all due times for assignments whether they are team assignments or

individual assignments will be Sunday night at midnight

You will also have an opportunity to do peer evaluations during this course Amongst your team

yoursquoll be able to twice during the semester give them feedback and grade or score Now those

scores arenrsquot enough to really determine your grade for the class but they are enough that you

should pay attention to them It is difficult for me to evaluate a hundred different students and the

quality of their posts but when you are working with 8 or 10 others I think you can do a better

Page 3 of 18

job of it than I can Beside you are going to be managers giving feedback is part of what yoursquore

going to do Well also do a couple of individual assignments and students often want to use

those for their writing portfolios Irsquoll give you instructions later on that but just recognize there

will be feedback in your assignment feedbacks that will tell you about the writing quality and

whether I think that is acceptable or not Letrsquos get started in on the course

Slide 4

Chapter 1 Introduction

Learn who managers are and about the nature of their work

Know why you should care about leadership entrepreneurship and strategy

Know the dimensions of the planning-organizing-leading-controlling (P-O-L-C)

framework

Learn how economic performance influences social and environmental performance

Understand what performance means at the individual and group levels

Appreciate the contributions of early management theorists

Understand the current directions of management research

Audio

As you look over the learning objective for chapter 1 unit 1 Irsquoll to just kind of give you an

overview of what we are going to do in this unit We are going to look at managers their

responsibilities what we expect them to achieve and wersquoll go through some of the history of

management Take a look at the early theorists and remember the art and science of

management is only about 150 years old Prior to that we didnrsquot have large organizations and

professional managers So this is a young science we still have a long way to go

Slide 5

Slide 5

What is management

hellipthe art of getting things done through the efforts of other people

Audio

We begin with a standard definition of managers Managers are people who get things done

through the efforts of other people But there are lots of ways to get things done through other

people that distinguishes good management from bad management

Slide 6

Slide 6

Who are managers

Managers plan organize and lead and control the operations of the organization

Audio

Wersquoll be using this plan organize lead and control model throughout the course I do want to

Page 4 of 18

make mention that even though this model includes the term lead here I want to distinguish

between management and leadership One trouble I have with this particular model is that it

makes leadership look like a subset of management I would disagree with that approach In

future slides we will make that distinction a little more clear

Slide 7

Slide 7

Changing Roles of Managers

Traditional

Top managers ensure the organizationrsquos competitiveness and lower level managersrsquo and

employeesrsquo job security

Lower-level managers and employees implement top managementrsquos strategy with loyalty and

obedience

Contemporary

Empowered lower-level managers and employees are responsible for the organizationrsquos

competitiveness and their own development

Top management support personnel development and ensure employability

Audio

While I like your text for the most part I do have a strong disagreement with it when it comes to

the definitions and relationships between management and leadership In some ways this side

starts to get at those differences Most researchers and business experts would say that the

traditional model shown here on the left is closer to what I consider to be management The

contemporary model on the right is more like leadership to me More on this as we go through

this chapter

To understand where the traditional approach came from remember that the occupation of

professional manager developed with the rise of big business during the 1800s There werenrsquot

many examples to draw from So early managers were often owners and drew management ideas

from the military the only other large organizations of the day Consequently they were pretty

autocratic That view has slowly changed to this more contemporary leadership approach you see

here on the right That doesnrsquot mean that all managers follow the empowered employee model

though I am sure you probably know a few who donrsquot

Slide 8

Slide 8

Management ndash Levels and types

Levels

Top level executives ndash set strategy

Mid-level managers- Translate strategy into functional operations and coordinate across those

Page 5 of 18

functions

Front line managers ndash oversee work

Types

A general manager is someone who is responsible for managing a clearly identifiable revenue ndash

producing unit like a store business unit or product line

A project manager had the responsibility for the planning execution and closing of a specific

project

Audio

We can think of management in different levels and as different types of managers In this

weekrsquos threaded discussion Irsquod like for you to talk about the levels of management Do you know

any top level executives or mid-level managers You are probably all familiar with front line

managers and may have even served in those responsibilities yourself But what is it that you see

that is different about top level executives Do they really spend all their time on the golf

course

Slide 9

Slide 9

Ten Managerial Roles

Feedback Interpersonal Figurehead

Leader

Liaison

Provide

Information

Feedback Informational Monitor

Disseminator

Spokesperson

Process

Information

Feedback Decisional Entrepreneur

Disturbance

Handler

Resource

Allocator

Negotiator

Use Information

Audio

This slide shows the ten managerial roles that Mintzberg identified Think about how these roles

change based on the level and type of manager For example front line managers donrsquot do much

in the figure head role but they do a lot more monitoring and resource allocation CEOs might

do the figure role but they probably donrsquot act as a disturbance handler very much Roles change

depending upon the type of manager

Slide 10

Slide 10

Page 6 of 18

Why do organizations need managers

What are some different types of managers and how do they differ

What are Mintzbergrsquos 10 managerial roles

What three areas does Mintzberg use to organize the 10 roles

What four general managerial functions does Principles of Management include

Audio

Throughout the PowerPoint you will find discussion slides such as this These are questions that

will simply help you review the material that wersquove covered

Slide 11

Slide 11

Academic fields relevant to management

Leadership

Entrepreneurship

Strategy

Audio

Your text talks about fields that are relevant to management such as leadership entrepreneurship

and strategy But I want to make a distinction between management as a discipline here and

managers Management covers all these areas but managers arenrsquot necessarily good leaders

theyrsquore not necessarily entrepreneurs and most of them donrsquot determine company strategy So

donrsquot think of these things as things managers do but more as fields within the discipline of

management

Slide 12

Slide 12

Effective leadership integrates the social and informal sources of influence that are used to

inspire action taken by others

Great leaders help build an organizationrsquos human capital then motivate individuals to take

concerted action

Audio

Your text defines leadership essentially as the sources of influences that we use to get things

done I think of leadership as being much more than that In my mind management skills are a

subset of leadership skills not vice versa as this particular slide here would indicate Perhaps the

quote from Chester Barnard sums it up best He said ldquoManagers have subordinates Leaders

have followersrdquo Both get things done through other people The two main differences are what

they choose to do and how they choose to do it Most managers continue the status quo Leaders

have vision about where to lead an organization Managers rely on rewards and punishments to

get things done Leaders often use values and vision Another popular way to say this is

Page 7 of 18

ldquoManagers do things right leaders do the right thingsrdquo

Slide 13

Slide 13

Entrepreneurship is defined as the recognition of opportunities and the use of creation of

resources to implement innovative ideas for new thoughtfully planned ventures

Entrepreneurs are leaders who convert ideas into action

Audio

We live in a very dynamic business world Business environment change Industries rise

industries fall The Austrian economist Joseph Schumpeter called this creative destruction Just

for fun take a look at the Fortune 500 and see how old these companies really are Many of them

like Cisco Google and Microsoft are in industries that didnrsquot even exist 25 years ago More than

ever all companies need to develop a sense of entrepreneurship just to survive

Slide 14

Slide 14

How do you define leadership and who would you identify as a great leader

What is entrepreneurship

What is strategy

What roles do leadership entrepreneurship and strategy play in good principles of

management

Audio

None (Discussion Slide)

Slide 15

Slide 15

Functions of Management

Planning

Organizing

Leading

Controlling

Audio

Letrsquos take a closer look at each of the components of the planning organizing leading and

control model that wersquoll be using this semester

Slide 16

Slide 16

Page 8 of 18

Strategic Planning

Up to three year time frame

Conducted by top management

Tactical Planning

One to three years time frame

Conducted by mid-management

Operational Planning

Short time horizon ndash one week to one year

Conducted by direct supervisors who are members of management

Audio

Notice how the three levels of planning outlined here correspond with the levels of management

we talked about earlier If yoursquore a business major yoursquore going to wind up taking course in all of

these areas Yoursquoll take a strategy class that specifically focuses on strategic planning Yoursquoll

take operation classes that talk about operational planning and a leadership class that talks about

all types of planning

Slide 17

Slide 17

Organizing

Developing an organizational structure and allocating human resources to ensure the

accomplishment of objectives

Decisions made about the structure of an organization are generally referred to as organizational

design decisions

Audio

There are also multiple types and levels of organizing We need to create an organizational

structure who reports to whom That infamous organizational chart that many of you have

probably seen for your work organizations But we also have to organize tasks and activities

Slide 18

Slide 18

Leading

Motivating Subordinates

Using Power Effectively

Communicating Effectively

Audio

Leading in the sense that your text uses it is well described by this slide Leading subordinates is

about communication and motivation

Page 9 of 18

Slide 19

Controlling

Step 1 Establish Performance Standards

Step 2 Compare Performance Against Standards

Step 3 Take Corrective Action When Necessary

Audio

Out of all the functions of management controlling is the one that gets the bad rap I donrsquot want

you to think of controlling in a negative sense though Think of controlling as controls in an

airplane cockpit It helps the pilot determine where the plane is at which direction it is headed

and how to adjust the plane to make sure it gets to its proper destination Thatrsquos the sense we use

control when we talk about management

Slide 20

Slide 20

The P-O-L-C Framework

Planning

1 Vision amp Mission

2 Strategizing

3 Goals amp Objectives

Organizing

1 Organization Design

2 Culture

3 Social Networks

Leading

1 Leadership

2 Decision Making

3 Communications

4 GroupTeams

5 Motivation

Controlling

1 SystemsProcesses

2 Strategic Human Resources

Audio

As you review the components of the planning organizing leading and controlling framework

that we will be using you are actually looking at the chapter titles for most of the text book We

will take each one of these one by one

Slide 21

Slide 21

Page 10 of 18

What are the management functions that comprise the P-O-L-C framework

Are there any criticisms of this framework

What function does planning serve

What function doe organizing serve

What function does leading serve

What function does controlling serve

Audio

None (Discussion Slide)

Slide 22

Slide 22

Organizational Performance

Economic

Social

Environmental

Audio

In the past we have typically measured organizational performance for businesses in economic

terms in other words how much profit did we make In todayrsquos world there is increasing pressure

to include social and environmental factors in measuring organizational performance Not

everybody agrees on this or how much of that should be included So letrsquos take a look and

discuss some of the controversy surround social and environmental performance

Slide 23

Slide 23

The Importance of Economic Performance

Economic performance is very important to a firmrsquos stakeholders particularly its investors or

owners because this performance eventually provides them with a return on their investment

Audio

We hear a lot today about the amount money and profits that company make There is a lot of

discussion about how much profit is appropriate for a company to make for its shareholders

While there may be discussion about this I think everybody agrees that every business is in

place to make a profit If it doesnrsquot make a profit the company cannot survive All the members

of the organization will lose their job and society will do without the benefits of that company

So regardless of how we feel about profits in general we have to recognize that they are an

essential part of the business environment The question comes in how do we balance those with

the social and environmental factors that we also have to take into account

Slide 24

Page 11 of 18

Slide 24

The Triple Bottom Line

Economic

Revenue

Accounting Profit

Supply and Demand

Social

Humanitarian

Responsibility

Accountability

Environmental

ReuseRecycle

Sustainability

Going Green

Audio

Most companies today recognize that they have economic social and environmental

responsibilities In fact some companies focus on social and environmental aspects to help

improve their economic returns For example Ben and Jerryrsquos have long been known for their

humanitarian agenda and companies like Patagonia use environmental aspects to help improve

their image and to make their products more marketable Itrsquos possible however to spend too

much money on social and environmental aspects That reduces profits and reduces economic

returns to shareholders But we are also discovering that companies that spend nothing on social

and environmental responsibilities incur the wrath of the public and produce lower economic

returns So while we may vary in the amount of money and emphasis we put in each of these

areas some balance is required

Slide 25

Slide 25

Organizations can consider the interests of society and take responsibility for the impact of their

activities on customers suppliers employees shareholders communities and the environment

in all aspects of their operations END does this

Audio

All companies operate as part of a larger community As citizens of that community it can be

argued that we should be good neighbor But the idea of corporate social responsibility isnrsquot

without its critics Letrsquos take a look at some of the critic of CSR and then wersquoll look at some of

the ideas that support it

Slide 26

Slide 26

Page 12 of 18

Criticism of CSR

Detracts from the fundamental economic role of business

Just superficial window-dressing

Pre-empts the role of individuals charities and governments

Audio

There are a number of criticisms against corporate social responsibility The basic argument is

that itrsquos inefficient Companies giving away part of their profits have to raise their prices in order

to cover those donations This raises products and service prices to individual customers

Economists such as Freiburg say ldquoItrsquos a better idea to keep the prices low Individuals can take

the savings and they can donate those to their charitable organizations of their choice rather than

having businesses do that

Slide 27

Slide 27

Supporters of CSR

Increases ethical behavior of managers

Increases employee satisfaction and retention

Corporate giving is more efficient than government and more effective than individual charity

Audio

A number of people support the concept of corporate social responsibility Amongst their

arguments are that it increases the ethical behavior of managers by allowing them to focus on

people rather than just profits It is also said to increase employee satisfaction and retention And

in terms of efficiency they argue that corporate giving is more efficient than government giving

and itrsquos more effective than individual giving because of the amount of money that a corporation

can give compared with that of an individual

Slide 28

Slide 28

Why is financial performance important for organizations

What are some examples of financial performance metrics

What dimensions of performance beyond financial are included in the triple bottom line

How does corporate social responsibility (CSR) relate to the triple bottom line

How are financial performance and CSR related

Audio

None (Discussion Slide)

Slide 29

Slide 29

Page 13 of 18

Individual-Level Performance

Individuals are recruited selected and hired to take responsibility for fulfilling the job

description

In-Role Performance

Additional ldquoextrasrdquo that add value but which arenrsquot part of the formal job description

Organizational Citizenship Behaviors (OCBs)

Extra-Role Performance

Audio

I have a saying I use frequently ldquoYou donrsquot manage organizations you manage individualsrdquo In

todayrsquos business world maximizing human capital is more important than ever Organizations

that can inspire individuals to contribute beyond the required tasks have a much better chance to

grow and be successful

Slide 30

Slide 30

Organizational Citizenship Behaviors Helping Behavior

Altruism Interpersonal Helping Courtesy Peacemaking Cheerleading

Audio

Organization Citizenship Behaviors or OCBs are a sign that employees are committed and

engaged in their workplace Organizations that get these types of behaviors from employees are

typically much more profitable Such behaviors are much more likely if we use a contemporary

management model that we discussed earlier rather than the traditional model

Slide 31

Slide 31

Organizational Citizenship Behaviors

Sportsmanship

Organizational Compliance

Individual Initiative

Organizational Loyalty

Civic Virtue

Self Development

Audio

Interestingly enough but probably not all that surprising companies that regularly practice

corporate social responsibility are also more likely to get OCBs from their employees People

who go above and beyond expectations are attracted to work for companies that have similar

values

Page 14 of 18

Slide 32

Group-Level Performance

-Focuses on both the outcomes and process of collections of individuals or groups

-Individuals can work on their own agendas in the context of a group

Audio

Many companies have turned to the use of teams in order to improve performance Part of that

comes because of the success of the Japanese companies in the 70s and 80s The Japanese are

notorious for teams But Americans are much more individualistic than the Japanese people

Using teams here hasnrsquot proved nearly as successful Team use is not a panacea it wonrsquot cure all

of our problems But wersquoll take a look at teams in a later chapter

Slide 33

Slide 33

What is in-role performance

What is extra-role performance

What is the relationship between extra-role performance and organizational citizenship

behaviors

What differentiates a team from a group

When might it be important to understand the implications of individual performance for

group performance

Audio

None (Discussion Slide)

Slide 34

Early Management Principles Scientific Management

Henri Fayol

Fayolrsquos 14 Principles

Frederick Taylor

Scientific Management

Taylorism

Frank and Lillian Gilbreth

Motion Studies

Audio

When we think about the early history of management principles we have to recognize that large

businesses did not exist in significant numbers until the mid 1800s Prior to that most businesses

were family or individual operated But the industrial revolution made large businesses possible

The early theorist focused around efficiencies Henri Fayolrsquos 14 principles were about structure

and how to organize workers Frederick Taylor and the Gilbreths studies revolved around how to

make individual workers more productive The biggest complaint against these theorists was that

Page 15 of 18

it dehumanized the workers In fact many workers were afraid they would lose their jobs to

nothing but equipment and large machinery They didnrsquot like this As you watch the film clips

from Modern Times and from Office Space you can see that not much has really changed

about how we feel about being dehumanized

Slide 35

Slide 35

SpecializationDivision of Labor

AuthorityResponsibility

Discipline

Unity of Command

Unity of Direction

Subordination of Individual Interest

Remuneration

Centralization

Line of Authority

Order

Equity

Stability of Tenure

Initiative

Espirit de Corps

Audio

Fayol was one of the very first to study and write about management His list of 14 principles is

still considered the backbone of management responsibilities Our framework of plan organize

lead and control is derived from Fayolrsquos 14 principles

Slide 36

Early management Principles Human Relations Approach

Mary Parker Follett

Empowerment

Teams

Elton Mayo

Hawthorn Studies

Chester Barnard

Functions of the Executive

Leadership Principles

Audio

Eventually the scientific management approach started to give way to the human relations

approach We started to recognize that itrsquos people that do the work itrsquos not just the tasks

themselves Three early theorists in this area were Mary Parker Follet Elton Mayo and Chester

Page 16 of 18

Barnard Mary Parker Follet was an incredible woman who in the early 1900s wrote about things

like teams and empowerment She talked about managers having power with employees rather

than power over employees Elton Mayo didnrsquot actual conduct the Hawthorn Studies but he is

given credit for interpreting the studies and recognizing the importance of recognizing

individuals and people involved in production Chester Barnard wrote the book Functions of

the Executive Itrsquos an interesting book I highly recommend it He talked about leadership

principles and recognizing again the contributions of the individuals involved That these are not

machines but theyrsquore actual real live humans

Slide 37

Limitations of Early Theorists

Audio

We are often quick to criticize early management theories as being dehumanizing We have to

remember though that we live in a different world than they did Jobs have changed society has

changed technology has changed consequently theories of management needed to change as

well They did the best with what they could and Irsquom not so sure we have perfected it even

today

Slide 38

MANAGEMENT IDEAS OF THE 1990s

Peter Drucker

Tom Peters and Robert Waterman

Warren Bennis

Audio

Your text talks about some of the more recent management ideas that have started to appear

since the 80s and 90s As you read through these and review them I encourage you to note how

different they are from the early scientific management approaches Itrsquos a lot less about tasks and

a lot more about people

Slide 39

Slide 39

In Search Of Excellence

Managing Ambiguity and Paradox

A Bias for Action

Close to the Customer

Autonomy and Entrepreneurship

Productivity through People

Hands-On Value-Driven

Stick to the Knitting

Simple Form Lean Staff

Simultaneous Loose-Tight Properties

Page 17 of 18

Audio

There are a lot of books I am likely to recommend to you throughout the semester but I strongly

recommend this one It would be in my top three In Search of Excellence really did change the

way we think about workers You can get a copy of it fairly cheap on Amazon I am sure It

makes for very good reading

Slide 40

Peterrsquos Management Recommendations

Audio

Every time I see Petersrsquo management recommendations Irsquom reminded of what a student said in

class We were doing some comparisons between business organizations and a football team So

we were contrasting the various roles between the two organizations Somebody asked what role

on the football team would the CEO have Most people said he would be the head coach or hersquod

be the quarterback or something along that line But one of the students was shaking his head

and I asked him what he was thinking He said that really the CEO is more like the offensive

line Everybody giggled and looked at him strange He said ldquoNo really The CEO isnrsquot the most

talented person in the organization but hersquos the person in power The person who has the power

to get rid of the obstacles to let the really talented people do what they do bestrdquo I thought that

was pretty insightful and it certainly fits with Petersrsquo recommendations here

Slide 41

Slide 41

What is your learning style

1 How do you prefer to process information actively ndash through engagement in physical

activity or discussion or reflectively ndash through introspection

2 What type of information do you preferentially perceive sensory (external)-sights

sounds physical sensations or intuitive (internal)-possibilities insights hunches

3 Through which sensory channel is external information most effectively perceived

visual-pictures diagrams graphs demonstrations or verbal-words sounds

4 How o you progress toward understanding sequentially-in continual steps or globally-in

large jumps holistically

Audio

The last section in each of the unit will give you practical advice on how to improve your

management skills This one starts off by looking at learning styles and goal setting The learning

style material is for your own reflection here You wonrsquot be tested on this but I would encourage

you to look at these final sections of each chapter as a good opportunity to improve your ability

to be a good manager

Slide 42

SMART Goals

Page 18 of 18

Specific

Measurable

Attainable

Realistic

Timely

Audio

While I wonrsquot test you on the learning styles I will test you on the SMART goals This

material is actually very important Remember our discussion about planning Goal setting is an

important part of planning Managers often use these principles of SMART goals to help them

design good goals for the organization SMART goals should be specific measurable

attainable realistic and timely

Slide 43

Slide 43

What is your learning style

How does your style compare with your prior intuition

What target learning issue could you use to experiment with the gauge-discover-reflect

framework

What does the acronym SMART refer to in the context of goal setting

What SMART goals could you apply to your target learning issue

Audio

None (Discussion Slide)

Slide 44

Slide 44

What goals seem to dominate early management principles

Do you see any commonalities between Fayolrsquos principles of management from 1911 and

those of Tom Peters in the 1990s

Are there any jobs today for which time and motion studies would make sense to do

Would any other skills need to be taught as well

What do early management principles leave out

How would you put some of the ideas of the 1990s into practice

What aspects of POLC would be most likely to change based on what you have learned

in this section

Audio

None (Discussion Slide)

Page 4 of 18

make mention that even though this model includes the term lead here I want to distinguish

between management and leadership One trouble I have with this particular model is that it

makes leadership look like a subset of management I would disagree with that approach In

future slides we will make that distinction a little more clear

Slide 7

Slide 7

Changing Roles of Managers

Traditional

Top managers ensure the organizationrsquos competitiveness and lower level managersrsquo and

employeesrsquo job security

Lower-level managers and employees implement top managementrsquos strategy with loyalty and

obedience

Contemporary

Empowered lower-level managers and employees are responsible for the organizationrsquos

competitiveness and their own development

Top management support personnel development and ensure employability

Audio

While I like your text for the most part I do have a strong disagreement with it when it comes to

the definitions and relationships between management and leadership In some ways this side

starts to get at those differences Most researchers and business experts would say that the

traditional model shown here on the left is closer to what I consider to be management The

contemporary model on the right is more like leadership to me More on this as we go through

this chapter

To understand where the traditional approach came from remember that the occupation of

professional manager developed with the rise of big business during the 1800s There werenrsquot

many examples to draw from So early managers were often owners and drew management ideas

from the military the only other large organizations of the day Consequently they were pretty

autocratic That view has slowly changed to this more contemporary leadership approach you see

here on the right That doesnrsquot mean that all managers follow the empowered employee model

though I am sure you probably know a few who donrsquot

Slide 8

Slide 8

Management ndash Levels and types

Levels

Top level executives ndash set strategy

Mid-level managers- Translate strategy into functional operations and coordinate across those

Page 5 of 18

functions

Front line managers ndash oversee work

Types

A general manager is someone who is responsible for managing a clearly identifiable revenue ndash

producing unit like a store business unit or product line

A project manager had the responsibility for the planning execution and closing of a specific

project

Audio

We can think of management in different levels and as different types of managers In this

weekrsquos threaded discussion Irsquod like for you to talk about the levels of management Do you know

any top level executives or mid-level managers You are probably all familiar with front line

managers and may have even served in those responsibilities yourself But what is it that you see

that is different about top level executives Do they really spend all their time on the golf

course

Slide 9

Slide 9

Ten Managerial Roles

Feedback Interpersonal Figurehead

Leader

Liaison

Provide

Information

Feedback Informational Monitor

Disseminator

Spokesperson

Process

Information

Feedback Decisional Entrepreneur

Disturbance

Handler

Resource

Allocator

Negotiator

Use Information

Audio

This slide shows the ten managerial roles that Mintzberg identified Think about how these roles

change based on the level and type of manager For example front line managers donrsquot do much

in the figure head role but they do a lot more monitoring and resource allocation CEOs might

do the figure role but they probably donrsquot act as a disturbance handler very much Roles change

depending upon the type of manager

Slide 10

Slide 10

Page 6 of 18

Why do organizations need managers

What are some different types of managers and how do they differ

What are Mintzbergrsquos 10 managerial roles

What three areas does Mintzberg use to organize the 10 roles

What four general managerial functions does Principles of Management include

Audio

Throughout the PowerPoint you will find discussion slides such as this These are questions that

will simply help you review the material that wersquove covered

Slide 11

Slide 11

Academic fields relevant to management

Leadership

Entrepreneurship

Strategy

Audio

Your text talks about fields that are relevant to management such as leadership entrepreneurship

and strategy But I want to make a distinction between management as a discipline here and

managers Management covers all these areas but managers arenrsquot necessarily good leaders

theyrsquore not necessarily entrepreneurs and most of them donrsquot determine company strategy So

donrsquot think of these things as things managers do but more as fields within the discipline of

management

Slide 12

Slide 12

Effective leadership integrates the social and informal sources of influence that are used to

inspire action taken by others

Great leaders help build an organizationrsquos human capital then motivate individuals to take

concerted action

Audio

Your text defines leadership essentially as the sources of influences that we use to get things

done I think of leadership as being much more than that In my mind management skills are a

subset of leadership skills not vice versa as this particular slide here would indicate Perhaps the

quote from Chester Barnard sums it up best He said ldquoManagers have subordinates Leaders

have followersrdquo Both get things done through other people The two main differences are what

they choose to do and how they choose to do it Most managers continue the status quo Leaders

have vision about where to lead an organization Managers rely on rewards and punishments to

get things done Leaders often use values and vision Another popular way to say this is

Page 7 of 18

ldquoManagers do things right leaders do the right thingsrdquo

Slide 13

Slide 13

Entrepreneurship is defined as the recognition of opportunities and the use of creation of

resources to implement innovative ideas for new thoughtfully planned ventures

Entrepreneurs are leaders who convert ideas into action

Audio

We live in a very dynamic business world Business environment change Industries rise

industries fall The Austrian economist Joseph Schumpeter called this creative destruction Just

for fun take a look at the Fortune 500 and see how old these companies really are Many of them

like Cisco Google and Microsoft are in industries that didnrsquot even exist 25 years ago More than

ever all companies need to develop a sense of entrepreneurship just to survive

Slide 14

Slide 14

How do you define leadership and who would you identify as a great leader

What is entrepreneurship

What is strategy

What roles do leadership entrepreneurship and strategy play in good principles of

management

Audio

None (Discussion Slide)

Slide 15

Slide 15

Functions of Management

Planning

Organizing

Leading

Controlling

Audio

Letrsquos take a closer look at each of the components of the planning organizing leading and

control model that wersquoll be using this semester

Slide 16

Slide 16

Page 8 of 18

Strategic Planning

Up to three year time frame

Conducted by top management

Tactical Planning

One to three years time frame

Conducted by mid-management

Operational Planning

Short time horizon ndash one week to one year

Conducted by direct supervisors who are members of management

Audio

Notice how the three levels of planning outlined here correspond with the levels of management

we talked about earlier If yoursquore a business major yoursquore going to wind up taking course in all of

these areas Yoursquoll take a strategy class that specifically focuses on strategic planning Yoursquoll

take operation classes that talk about operational planning and a leadership class that talks about

all types of planning

Slide 17

Slide 17

Organizing

Developing an organizational structure and allocating human resources to ensure the

accomplishment of objectives

Decisions made about the structure of an organization are generally referred to as organizational

design decisions

Audio

There are also multiple types and levels of organizing We need to create an organizational

structure who reports to whom That infamous organizational chart that many of you have

probably seen for your work organizations But we also have to organize tasks and activities

Slide 18

Slide 18

Leading

Motivating Subordinates

Using Power Effectively

Communicating Effectively

Audio

Leading in the sense that your text uses it is well described by this slide Leading subordinates is

about communication and motivation

Page 9 of 18

Slide 19

Controlling

Step 1 Establish Performance Standards

Step 2 Compare Performance Against Standards

Step 3 Take Corrective Action When Necessary

Audio

Out of all the functions of management controlling is the one that gets the bad rap I donrsquot want

you to think of controlling in a negative sense though Think of controlling as controls in an

airplane cockpit It helps the pilot determine where the plane is at which direction it is headed

and how to adjust the plane to make sure it gets to its proper destination Thatrsquos the sense we use

control when we talk about management

Slide 20

Slide 20

The P-O-L-C Framework

Planning

1 Vision amp Mission

2 Strategizing

3 Goals amp Objectives

Organizing

1 Organization Design

2 Culture

3 Social Networks

Leading

1 Leadership

2 Decision Making

3 Communications

4 GroupTeams

5 Motivation

Controlling

1 SystemsProcesses

2 Strategic Human Resources

Audio

As you review the components of the planning organizing leading and controlling framework

that we will be using you are actually looking at the chapter titles for most of the text book We

will take each one of these one by one

Slide 21

Slide 21

Page 10 of 18

What are the management functions that comprise the P-O-L-C framework

Are there any criticisms of this framework

What function does planning serve

What function doe organizing serve

What function does leading serve

What function does controlling serve

Audio

None (Discussion Slide)

Slide 22

Slide 22

Organizational Performance

Economic

Social

Environmental

Audio

In the past we have typically measured organizational performance for businesses in economic

terms in other words how much profit did we make In todayrsquos world there is increasing pressure

to include social and environmental factors in measuring organizational performance Not

everybody agrees on this or how much of that should be included So letrsquos take a look and

discuss some of the controversy surround social and environmental performance

Slide 23

Slide 23

The Importance of Economic Performance

Economic performance is very important to a firmrsquos stakeholders particularly its investors or

owners because this performance eventually provides them with a return on their investment

Audio

We hear a lot today about the amount money and profits that company make There is a lot of

discussion about how much profit is appropriate for a company to make for its shareholders

While there may be discussion about this I think everybody agrees that every business is in

place to make a profit If it doesnrsquot make a profit the company cannot survive All the members

of the organization will lose their job and society will do without the benefits of that company

So regardless of how we feel about profits in general we have to recognize that they are an

essential part of the business environment The question comes in how do we balance those with

the social and environmental factors that we also have to take into account

Slide 24

Page 11 of 18

Slide 24

The Triple Bottom Line

Economic

Revenue

Accounting Profit

Supply and Demand

Social

Humanitarian

Responsibility

Accountability

Environmental

ReuseRecycle

Sustainability

Going Green

Audio

Most companies today recognize that they have economic social and environmental

responsibilities In fact some companies focus on social and environmental aspects to help

improve their economic returns For example Ben and Jerryrsquos have long been known for their

humanitarian agenda and companies like Patagonia use environmental aspects to help improve

their image and to make their products more marketable Itrsquos possible however to spend too

much money on social and environmental aspects That reduces profits and reduces economic

returns to shareholders But we are also discovering that companies that spend nothing on social

and environmental responsibilities incur the wrath of the public and produce lower economic

returns So while we may vary in the amount of money and emphasis we put in each of these

areas some balance is required

Slide 25

Slide 25

Organizations can consider the interests of society and take responsibility for the impact of their

activities on customers suppliers employees shareholders communities and the environment

in all aspects of their operations END does this

Audio

All companies operate as part of a larger community As citizens of that community it can be

argued that we should be good neighbor But the idea of corporate social responsibility isnrsquot

without its critics Letrsquos take a look at some of the critic of CSR and then wersquoll look at some of

the ideas that support it

Slide 26

Slide 26

Page 12 of 18

Criticism of CSR

Detracts from the fundamental economic role of business

Just superficial window-dressing

Pre-empts the role of individuals charities and governments

Audio

There are a number of criticisms against corporate social responsibility The basic argument is

that itrsquos inefficient Companies giving away part of their profits have to raise their prices in order

to cover those donations This raises products and service prices to individual customers

Economists such as Freiburg say ldquoItrsquos a better idea to keep the prices low Individuals can take

the savings and they can donate those to their charitable organizations of their choice rather than

having businesses do that

Slide 27

Slide 27

Supporters of CSR

Increases ethical behavior of managers

Increases employee satisfaction and retention

Corporate giving is more efficient than government and more effective than individual charity

Audio

A number of people support the concept of corporate social responsibility Amongst their

arguments are that it increases the ethical behavior of managers by allowing them to focus on

people rather than just profits It is also said to increase employee satisfaction and retention And

in terms of efficiency they argue that corporate giving is more efficient than government giving

and itrsquos more effective than individual giving because of the amount of money that a corporation

can give compared with that of an individual

Slide 28

Slide 28

Why is financial performance important for organizations

What are some examples of financial performance metrics

What dimensions of performance beyond financial are included in the triple bottom line

How does corporate social responsibility (CSR) relate to the triple bottom line

How are financial performance and CSR related

Audio

None (Discussion Slide)

Slide 29

Slide 29

Page 13 of 18

Individual-Level Performance

Individuals are recruited selected and hired to take responsibility for fulfilling the job

description

In-Role Performance

Additional ldquoextrasrdquo that add value but which arenrsquot part of the formal job description

Organizational Citizenship Behaviors (OCBs)

Extra-Role Performance

Audio

I have a saying I use frequently ldquoYou donrsquot manage organizations you manage individualsrdquo In

todayrsquos business world maximizing human capital is more important than ever Organizations

that can inspire individuals to contribute beyond the required tasks have a much better chance to

grow and be successful

Slide 30

Slide 30

Organizational Citizenship Behaviors Helping Behavior

Altruism Interpersonal Helping Courtesy Peacemaking Cheerleading

Audio

Organization Citizenship Behaviors or OCBs are a sign that employees are committed and

engaged in their workplace Organizations that get these types of behaviors from employees are

typically much more profitable Such behaviors are much more likely if we use a contemporary

management model that we discussed earlier rather than the traditional model

Slide 31

Slide 31

Organizational Citizenship Behaviors

Sportsmanship

Organizational Compliance

Individual Initiative

Organizational Loyalty

Civic Virtue

Self Development

Audio

Interestingly enough but probably not all that surprising companies that regularly practice

corporate social responsibility are also more likely to get OCBs from their employees People

who go above and beyond expectations are attracted to work for companies that have similar

values

Page 14 of 18

Slide 32

Group-Level Performance

-Focuses on both the outcomes and process of collections of individuals or groups

-Individuals can work on their own agendas in the context of a group

Audio

Many companies have turned to the use of teams in order to improve performance Part of that

comes because of the success of the Japanese companies in the 70s and 80s The Japanese are

notorious for teams But Americans are much more individualistic than the Japanese people

Using teams here hasnrsquot proved nearly as successful Team use is not a panacea it wonrsquot cure all

of our problems But wersquoll take a look at teams in a later chapter

Slide 33

Slide 33

What is in-role performance

What is extra-role performance

What is the relationship between extra-role performance and organizational citizenship

behaviors

What differentiates a team from a group

When might it be important to understand the implications of individual performance for

group performance

Audio

None (Discussion Slide)

Slide 34

Early Management Principles Scientific Management

Henri Fayol

Fayolrsquos 14 Principles

Frederick Taylor

Scientific Management

Taylorism

Frank and Lillian Gilbreth

Motion Studies

Audio

When we think about the early history of management principles we have to recognize that large

businesses did not exist in significant numbers until the mid 1800s Prior to that most businesses

were family or individual operated But the industrial revolution made large businesses possible

The early theorist focused around efficiencies Henri Fayolrsquos 14 principles were about structure

and how to organize workers Frederick Taylor and the Gilbreths studies revolved around how to

make individual workers more productive The biggest complaint against these theorists was that

Page 15 of 18

it dehumanized the workers In fact many workers were afraid they would lose their jobs to

nothing but equipment and large machinery They didnrsquot like this As you watch the film clips

from Modern Times and from Office Space you can see that not much has really changed

about how we feel about being dehumanized

Slide 35

Slide 35

SpecializationDivision of Labor

AuthorityResponsibility

Discipline

Unity of Command

Unity of Direction

Subordination of Individual Interest

Remuneration

Centralization

Line of Authority

Order

Equity

Stability of Tenure

Initiative

Espirit de Corps

Audio

Fayol was one of the very first to study and write about management His list of 14 principles is

still considered the backbone of management responsibilities Our framework of plan organize

lead and control is derived from Fayolrsquos 14 principles

Slide 36

Early management Principles Human Relations Approach

Mary Parker Follett

Empowerment

Teams

Elton Mayo

Hawthorn Studies

Chester Barnard

Functions of the Executive

Leadership Principles

Audio

Eventually the scientific management approach started to give way to the human relations

approach We started to recognize that itrsquos people that do the work itrsquos not just the tasks

themselves Three early theorists in this area were Mary Parker Follet Elton Mayo and Chester

Page 16 of 18

Barnard Mary Parker Follet was an incredible woman who in the early 1900s wrote about things

like teams and empowerment She talked about managers having power with employees rather

than power over employees Elton Mayo didnrsquot actual conduct the Hawthorn Studies but he is

given credit for interpreting the studies and recognizing the importance of recognizing

individuals and people involved in production Chester Barnard wrote the book Functions of

the Executive Itrsquos an interesting book I highly recommend it He talked about leadership

principles and recognizing again the contributions of the individuals involved That these are not

machines but theyrsquore actual real live humans

Slide 37

Limitations of Early Theorists

Audio

We are often quick to criticize early management theories as being dehumanizing We have to

remember though that we live in a different world than they did Jobs have changed society has

changed technology has changed consequently theories of management needed to change as

well They did the best with what they could and Irsquom not so sure we have perfected it even

today

Slide 38

MANAGEMENT IDEAS OF THE 1990s

Peter Drucker

Tom Peters and Robert Waterman

Warren Bennis

Audio

Your text talks about some of the more recent management ideas that have started to appear

since the 80s and 90s As you read through these and review them I encourage you to note how

different they are from the early scientific management approaches Itrsquos a lot less about tasks and

a lot more about people

Slide 39

Slide 39

In Search Of Excellence

Managing Ambiguity and Paradox

A Bias for Action

Close to the Customer

Autonomy and Entrepreneurship

Productivity through People

Hands-On Value-Driven

Stick to the Knitting

Simple Form Lean Staff

Simultaneous Loose-Tight Properties

Page 17 of 18

Audio

There are a lot of books I am likely to recommend to you throughout the semester but I strongly

recommend this one It would be in my top three In Search of Excellence really did change the

way we think about workers You can get a copy of it fairly cheap on Amazon I am sure It

makes for very good reading

Slide 40

Peterrsquos Management Recommendations

Audio

Every time I see Petersrsquo management recommendations Irsquom reminded of what a student said in

class We were doing some comparisons between business organizations and a football team So

we were contrasting the various roles between the two organizations Somebody asked what role

on the football team would the CEO have Most people said he would be the head coach or hersquod

be the quarterback or something along that line But one of the students was shaking his head

and I asked him what he was thinking He said that really the CEO is more like the offensive

line Everybody giggled and looked at him strange He said ldquoNo really The CEO isnrsquot the most

talented person in the organization but hersquos the person in power The person who has the power

to get rid of the obstacles to let the really talented people do what they do bestrdquo I thought that

was pretty insightful and it certainly fits with Petersrsquo recommendations here

Slide 41

Slide 41

What is your learning style

1 How do you prefer to process information actively ndash through engagement in physical

activity or discussion or reflectively ndash through introspection

2 What type of information do you preferentially perceive sensory (external)-sights

sounds physical sensations or intuitive (internal)-possibilities insights hunches

3 Through which sensory channel is external information most effectively perceived

visual-pictures diagrams graphs demonstrations or verbal-words sounds

4 How o you progress toward understanding sequentially-in continual steps or globally-in

large jumps holistically

Audio

The last section in each of the unit will give you practical advice on how to improve your

management skills This one starts off by looking at learning styles and goal setting The learning

style material is for your own reflection here You wonrsquot be tested on this but I would encourage

you to look at these final sections of each chapter as a good opportunity to improve your ability

to be a good manager

Slide 42

SMART Goals

Page 18 of 18

Specific

Measurable

Attainable

Realistic

Timely

Audio

While I wonrsquot test you on the learning styles I will test you on the SMART goals This

material is actually very important Remember our discussion about planning Goal setting is an

important part of planning Managers often use these principles of SMART goals to help them

design good goals for the organization SMART goals should be specific measurable

attainable realistic and timely

Slide 43

Slide 43

What is your learning style

How does your style compare with your prior intuition

What target learning issue could you use to experiment with the gauge-discover-reflect

framework

What does the acronym SMART refer to in the context of goal setting

What SMART goals could you apply to your target learning issue

Audio

None (Discussion Slide)

Slide 44

Slide 44

What goals seem to dominate early management principles

Do you see any commonalities between Fayolrsquos principles of management from 1911 and

those of Tom Peters in the 1990s

Are there any jobs today for which time and motion studies would make sense to do

Would any other skills need to be taught as well

What do early management principles leave out

How would you put some of the ideas of the 1990s into practice

What aspects of POLC would be most likely to change based on what you have learned

in this section

Audio

None (Discussion Slide)

Page 5 of 18

functions

Front line managers ndash oversee work

Types

A general manager is someone who is responsible for managing a clearly identifiable revenue ndash

producing unit like a store business unit or product line

A project manager had the responsibility for the planning execution and closing of a specific

project

Audio

We can think of management in different levels and as different types of managers In this

weekrsquos threaded discussion Irsquod like for you to talk about the levels of management Do you know

any top level executives or mid-level managers You are probably all familiar with front line

managers and may have even served in those responsibilities yourself But what is it that you see

that is different about top level executives Do they really spend all their time on the golf

course

Slide 9

Slide 9

Ten Managerial Roles

Feedback Interpersonal Figurehead

Leader

Liaison

Provide

Information

Feedback Informational Monitor

Disseminator

Spokesperson

Process

Information

Feedback Decisional Entrepreneur

Disturbance

Handler

Resource

Allocator

Negotiator

Use Information

Audio

This slide shows the ten managerial roles that Mintzberg identified Think about how these roles

change based on the level and type of manager For example front line managers donrsquot do much

in the figure head role but they do a lot more monitoring and resource allocation CEOs might

do the figure role but they probably donrsquot act as a disturbance handler very much Roles change

depending upon the type of manager

Slide 10

Slide 10

Page 6 of 18

Why do organizations need managers

What are some different types of managers and how do they differ

What are Mintzbergrsquos 10 managerial roles

What three areas does Mintzberg use to organize the 10 roles

What four general managerial functions does Principles of Management include

Audio

Throughout the PowerPoint you will find discussion slides such as this These are questions that

will simply help you review the material that wersquove covered

Slide 11

Slide 11

Academic fields relevant to management

Leadership

Entrepreneurship

Strategy

Audio

Your text talks about fields that are relevant to management such as leadership entrepreneurship

and strategy But I want to make a distinction between management as a discipline here and

managers Management covers all these areas but managers arenrsquot necessarily good leaders

theyrsquore not necessarily entrepreneurs and most of them donrsquot determine company strategy So

donrsquot think of these things as things managers do but more as fields within the discipline of

management

Slide 12

Slide 12

Effective leadership integrates the social and informal sources of influence that are used to

inspire action taken by others

Great leaders help build an organizationrsquos human capital then motivate individuals to take

concerted action

Audio

Your text defines leadership essentially as the sources of influences that we use to get things

done I think of leadership as being much more than that In my mind management skills are a

subset of leadership skills not vice versa as this particular slide here would indicate Perhaps the

quote from Chester Barnard sums it up best He said ldquoManagers have subordinates Leaders

have followersrdquo Both get things done through other people The two main differences are what

they choose to do and how they choose to do it Most managers continue the status quo Leaders

have vision about where to lead an organization Managers rely on rewards and punishments to

get things done Leaders often use values and vision Another popular way to say this is

Page 7 of 18

ldquoManagers do things right leaders do the right thingsrdquo

Slide 13

Slide 13

Entrepreneurship is defined as the recognition of opportunities and the use of creation of

resources to implement innovative ideas for new thoughtfully planned ventures

Entrepreneurs are leaders who convert ideas into action

Audio

We live in a very dynamic business world Business environment change Industries rise

industries fall The Austrian economist Joseph Schumpeter called this creative destruction Just

for fun take a look at the Fortune 500 and see how old these companies really are Many of them

like Cisco Google and Microsoft are in industries that didnrsquot even exist 25 years ago More than

ever all companies need to develop a sense of entrepreneurship just to survive

Slide 14

Slide 14

How do you define leadership and who would you identify as a great leader

What is entrepreneurship

What is strategy

What roles do leadership entrepreneurship and strategy play in good principles of

management

Audio

None (Discussion Slide)

Slide 15

Slide 15

Functions of Management

Planning

Organizing

Leading

Controlling

Audio

Letrsquos take a closer look at each of the components of the planning organizing leading and

control model that wersquoll be using this semester

Slide 16

Slide 16

Page 8 of 18

Strategic Planning

Up to three year time frame

Conducted by top management

Tactical Planning

One to three years time frame

Conducted by mid-management

Operational Planning

Short time horizon ndash one week to one year

Conducted by direct supervisors who are members of management

Audio

Notice how the three levels of planning outlined here correspond with the levels of management

we talked about earlier If yoursquore a business major yoursquore going to wind up taking course in all of

these areas Yoursquoll take a strategy class that specifically focuses on strategic planning Yoursquoll

take operation classes that talk about operational planning and a leadership class that talks about

all types of planning

Slide 17

Slide 17

Organizing

Developing an organizational structure and allocating human resources to ensure the

accomplishment of objectives

Decisions made about the structure of an organization are generally referred to as organizational

design decisions

Audio

There are also multiple types and levels of organizing We need to create an organizational

structure who reports to whom That infamous organizational chart that many of you have

probably seen for your work organizations But we also have to organize tasks and activities

Slide 18

Slide 18

Leading

Motivating Subordinates

Using Power Effectively

Communicating Effectively

Audio

Leading in the sense that your text uses it is well described by this slide Leading subordinates is

about communication and motivation

Page 9 of 18

Slide 19

Controlling

Step 1 Establish Performance Standards

Step 2 Compare Performance Against Standards

Step 3 Take Corrective Action When Necessary

Audio

Out of all the functions of management controlling is the one that gets the bad rap I donrsquot want

you to think of controlling in a negative sense though Think of controlling as controls in an

airplane cockpit It helps the pilot determine where the plane is at which direction it is headed

and how to adjust the plane to make sure it gets to its proper destination Thatrsquos the sense we use

control when we talk about management

Slide 20

Slide 20

The P-O-L-C Framework

Planning

1 Vision amp Mission

2 Strategizing

3 Goals amp Objectives

Organizing

1 Organization Design

2 Culture

3 Social Networks

Leading

1 Leadership

2 Decision Making

3 Communications

4 GroupTeams

5 Motivation

Controlling

1 SystemsProcesses

2 Strategic Human Resources

Audio

As you review the components of the planning organizing leading and controlling framework

that we will be using you are actually looking at the chapter titles for most of the text book We

will take each one of these one by one

Slide 21

Slide 21

Page 10 of 18

What are the management functions that comprise the P-O-L-C framework

Are there any criticisms of this framework

What function does planning serve

What function doe organizing serve

What function does leading serve

What function does controlling serve

Audio

None (Discussion Slide)

Slide 22

Slide 22

Organizational Performance

Economic

Social

Environmental

Audio

In the past we have typically measured organizational performance for businesses in economic

terms in other words how much profit did we make In todayrsquos world there is increasing pressure

to include social and environmental factors in measuring organizational performance Not

everybody agrees on this or how much of that should be included So letrsquos take a look and

discuss some of the controversy surround social and environmental performance

Slide 23

Slide 23

The Importance of Economic Performance

Economic performance is very important to a firmrsquos stakeholders particularly its investors or

owners because this performance eventually provides them with a return on their investment

Audio

We hear a lot today about the amount money and profits that company make There is a lot of

discussion about how much profit is appropriate for a company to make for its shareholders

While there may be discussion about this I think everybody agrees that every business is in

place to make a profit If it doesnrsquot make a profit the company cannot survive All the members

of the organization will lose their job and society will do without the benefits of that company

So regardless of how we feel about profits in general we have to recognize that they are an

essential part of the business environment The question comes in how do we balance those with

the social and environmental factors that we also have to take into account

Slide 24

Page 11 of 18

Slide 24

The Triple Bottom Line

Economic

Revenue

Accounting Profit

Supply and Demand

Social

Humanitarian

Responsibility

Accountability

Environmental

ReuseRecycle

Sustainability

Going Green

Audio

Most companies today recognize that they have economic social and environmental

responsibilities In fact some companies focus on social and environmental aspects to help

improve their economic returns For example Ben and Jerryrsquos have long been known for their

humanitarian agenda and companies like Patagonia use environmental aspects to help improve

their image and to make their products more marketable Itrsquos possible however to spend too

much money on social and environmental aspects That reduces profits and reduces economic

returns to shareholders But we are also discovering that companies that spend nothing on social

and environmental responsibilities incur the wrath of the public and produce lower economic

returns So while we may vary in the amount of money and emphasis we put in each of these

areas some balance is required

Slide 25

Slide 25

Organizations can consider the interests of society and take responsibility for the impact of their

activities on customers suppliers employees shareholders communities and the environment

in all aspects of their operations END does this

Audio

All companies operate as part of a larger community As citizens of that community it can be

argued that we should be good neighbor But the idea of corporate social responsibility isnrsquot

without its critics Letrsquos take a look at some of the critic of CSR and then wersquoll look at some of

the ideas that support it

Slide 26

Slide 26

Page 12 of 18

Criticism of CSR

Detracts from the fundamental economic role of business

Just superficial window-dressing

Pre-empts the role of individuals charities and governments

Audio

There are a number of criticisms against corporate social responsibility The basic argument is

that itrsquos inefficient Companies giving away part of their profits have to raise their prices in order

to cover those donations This raises products and service prices to individual customers

Economists such as Freiburg say ldquoItrsquos a better idea to keep the prices low Individuals can take

the savings and they can donate those to their charitable organizations of their choice rather than

having businesses do that

Slide 27

Slide 27

Supporters of CSR

Increases ethical behavior of managers

Increases employee satisfaction and retention

Corporate giving is more efficient than government and more effective than individual charity

Audio

A number of people support the concept of corporate social responsibility Amongst their

arguments are that it increases the ethical behavior of managers by allowing them to focus on

people rather than just profits It is also said to increase employee satisfaction and retention And

in terms of efficiency they argue that corporate giving is more efficient than government giving

and itrsquos more effective than individual giving because of the amount of money that a corporation

can give compared with that of an individual

Slide 28

Slide 28

Why is financial performance important for organizations

What are some examples of financial performance metrics

What dimensions of performance beyond financial are included in the triple bottom line

How does corporate social responsibility (CSR) relate to the triple bottom line

How are financial performance and CSR related

Audio

None (Discussion Slide)

Slide 29

Slide 29

Page 13 of 18

Individual-Level Performance

Individuals are recruited selected and hired to take responsibility for fulfilling the job

description

In-Role Performance

Additional ldquoextrasrdquo that add value but which arenrsquot part of the formal job description

Organizational Citizenship Behaviors (OCBs)

Extra-Role Performance

Audio

I have a saying I use frequently ldquoYou donrsquot manage organizations you manage individualsrdquo In

todayrsquos business world maximizing human capital is more important than ever Organizations

that can inspire individuals to contribute beyond the required tasks have a much better chance to

grow and be successful

Slide 30

Slide 30

Organizational Citizenship Behaviors Helping Behavior

Altruism Interpersonal Helping Courtesy Peacemaking Cheerleading

Audio

Organization Citizenship Behaviors or OCBs are a sign that employees are committed and

engaged in their workplace Organizations that get these types of behaviors from employees are

typically much more profitable Such behaviors are much more likely if we use a contemporary

management model that we discussed earlier rather than the traditional model

Slide 31

Slide 31

Organizational Citizenship Behaviors

Sportsmanship

Organizational Compliance

Individual Initiative

Organizational Loyalty

Civic Virtue

Self Development

Audio

Interestingly enough but probably not all that surprising companies that regularly practice

corporate social responsibility are also more likely to get OCBs from their employees People

who go above and beyond expectations are attracted to work for companies that have similar

values

Page 14 of 18

Slide 32

Group-Level Performance

-Focuses on both the outcomes and process of collections of individuals or groups

-Individuals can work on their own agendas in the context of a group

Audio

Many companies have turned to the use of teams in order to improve performance Part of that

comes because of the success of the Japanese companies in the 70s and 80s The Japanese are

notorious for teams But Americans are much more individualistic than the Japanese people

Using teams here hasnrsquot proved nearly as successful Team use is not a panacea it wonrsquot cure all

of our problems But wersquoll take a look at teams in a later chapter

Slide 33

Slide 33

What is in-role performance

What is extra-role performance

What is the relationship between extra-role performance and organizational citizenship

behaviors

What differentiates a team from a group

When might it be important to understand the implications of individual performance for

group performance

Audio

None (Discussion Slide)

Slide 34

Early Management Principles Scientific Management

Henri Fayol

Fayolrsquos 14 Principles

Frederick Taylor

Scientific Management

Taylorism

Frank and Lillian Gilbreth

Motion Studies

Audio

When we think about the early history of management principles we have to recognize that large

businesses did not exist in significant numbers until the mid 1800s Prior to that most businesses

were family or individual operated But the industrial revolution made large businesses possible

The early theorist focused around efficiencies Henri Fayolrsquos 14 principles were about structure

and how to organize workers Frederick Taylor and the Gilbreths studies revolved around how to

make individual workers more productive The biggest complaint against these theorists was that

Page 15 of 18

it dehumanized the workers In fact many workers were afraid they would lose their jobs to

nothing but equipment and large machinery They didnrsquot like this As you watch the film clips

from Modern Times and from Office Space you can see that not much has really changed

about how we feel about being dehumanized

Slide 35

Slide 35

SpecializationDivision of Labor

AuthorityResponsibility

Discipline

Unity of Command

Unity of Direction

Subordination of Individual Interest

Remuneration

Centralization

Line of Authority

Order

Equity

Stability of Tenure

Initiative

Espirit de Corps

Audio

Fayol was one of the very first to study and write about management His list of 14 principles is

still considered the backbone of management responsibilities Our framework of plan organize

lead and control is derived from Fayolrsquos 14 principles

Slide 36

Early management Principles Human Relations Approach

Mary Parker Follett

Empowerment

Teams

Elton Mayo

Hawthorn Studies

Chester Barnard

Functions of the Executive

Leadership Principles

Audio

Eventually the scientific management approach started to give way to the human relations

approach We started to recognize that itrsquos people that do the work itrsquos not just the tasks

themselves Three early theorists in this area were Mary Parker Follet Elton Mayo and Chester

Page 16 of 18

Barnard Mary Parker Follet was an incredible woman who in the early 1900s wrote about things

like teams and empowerment She talked about managers having power with employees rather

than power over employees Elton Mayo didnrsquot actual conduct the Hawthorn Studies but he is

given credit for interpreting the studies and recognizing the importance of recognizing

individuals and people involved in production Chester Barnard wrote the book Functions of

the Executive Itrsquos an interesting book I highly recommend it He talked about leadership

principles and recognizing again the contributions of the individuals involved That these are not

machines but theyrsquore actual real live humans

Slide 37

Limitations of Early Theorists

Audio

We are often quick to criticize early management theories as being dehumanizing We have to

remember though that we live in a different world than they did Jobs have changed society has

changed technology has changed consequently theories of management needed to change as

well They did the best with what they could and Irsquom not so sure we have perfected it even

today

Slide 38

MANAGEMENT IDEAS OF THE 1990s

Peter Drucker

Tom Peters and Robert Waterman

Warren Bennis

Audio

Your text talks about some of the more recent management ideas that have started to appear

since the 80s and 90s As you read through these and review them I encourage you to note how

different they are from the early scientific management approaches Itrsquos a lot less about tasks and

a lot more about people

Slide 39

Slide 39

In Search Of Excellence

Managing Ambiguity and Paradox

A Bias for Action

Close to the Customer

Autonomy and Entrepreneurship

Productivity through People

Hands-On Value-Driven

Stick to the Knitting

Simple Form Lean Staff

Simultaneous Loose-Tight Properties

Page 17 of 18

Audio

There are a lot of books I am likely to recommend to you throughout the semester but I strongly

recommend this one It would be in my top three In Search of Excellence really did change the

way we think about workers You can get a copy of it fairly cheap on Amazon I am sure It

makes for very good reading

Slide 40

Peterrsquos Management Recommendations

Audio

Every time I see Petersrsquo management recommendations Irsquom reminded of what a student said in

class We were doing some comparisons between business organizations and a football team So

we were contrasting the various roles between the two organizations Somebody asked what role

on the football team would the CEO have Most people said he would be the head coach or hersquod

be the quarterback or something along that line But one of the students was shaking his head

and I asked him what he was thinking He said that really the CEO is more like the offensive

line Everybody giggled and looked at him strange He said ldquoNo really The CEO isnrsquot the most

talented person in the organization but hersquos the person in power The person who has the power

to get rid of the obstacles to let the really talented people do what they do bestrdquo I thought that

was pretty insightful and it certainly fits with Petersrsquo recommendations here

Slide 41

Slide 41

What is your learning style

1 How do you prefer to process information actively ndash through engagement in physical

activity or discussion or reflectively ndash through introspection

2 What type of information do you preferentially perceive sensory (external)-sights

sounds physical sensations or intuitive (internal)-possibilities insights hunches

3 Through which sensory channel is external information most effectively perceived

visual-pictures diagrams graphs demonstrations or verbal-words sounds

4 How o you progress toward understanding sequentially-in continual steps or globally-in

large jumps holistically

Audio

The last section in each of the unit will give you practical advice on how to improve your

management skills This one starts off by looking at learning styles and goal setting The learning

style material is for your own reflection here You wonrsquot be tested on this but I would encourage

you to look at these final sections of each chapter as a good opportunity to improve your ability

to be a good manager

Slide 42

SMART Goals

Page 18 of 18

Specific

Measurable

Attainable

Realistic

Timely

Audio

While I wonrsquot test you on the learning styles I will test you on the SMART goals This

material is actually very important Remember our discussion about planning Goal setting is an

important part of planning Managers often use these principles of SMART goals to help them

design good goals for the organization SMART goals should be specific measurable

attainable realistic and timely

Slide 43

Slide 43

What is your learning style

How does your style compare with your prior intuition

What target learning issue could you use to experiment with the gauge-discover-reflect

framework

What does the acronym SMART refer to in the context of goal setting

What SMART goals could you apply to your target learning issue

Audio

None (Discussion Slide)

Slide 44

Slide 44

What goals seem to dominate early management principles

Do you see any commonalities between Fayolrsquos principles of management from 1911 and

those of Tom Peters in the 1990s

Are there any jobs today for which time and motion studies would make sense to do

Would any other skills need to be taught as well

What do early management principles leave out

How would you put some of the ideas of the 1990s into practice

What aspects of POLC would be most likely to change based on what you have learned

in this section

Audio

None (Discussion Slide)

Page 6 of 18

Why do organizations need managers

What are some different types of managers and how do they differ

What are Mintzbergrsquos 10 managerial roles

What three areas does Mintzberg use to organize the 10 roles

What four general managerial functions does Principles of Management include

Audio

Throughout the PowerPoint you will find discussion slides such as this These are questions that

will simply help you review the material that wersquove covered

Slide 11

Slide 11

Academic fields relevant to management

Leadership

Entrepreneurship

Strategy

Audio

Your text talks about fields that are relevant to management such as leadership entrepreneurship

and strategy But I want to make a distinction between management as a discipline here and

managers Management covers all these areas but managers arenrsquot necessarily good leaders

theyrsquore not necessarily entrepreneurs and most of them donrsquot determine company strategy So

donrsquot think of these things as things managers do but more as fields within the discipline of

management

Slide 12

Slide 12

Effective leadership integrates the social and informal sources of influence that are used to

inspire action taken by others

Great leaders help build an organizationrsquos human capital then motivate individuals to take

concerted action

Audio

Your text defines leadership essentially as the sources of influences that we use to get things

done I think of leadership as being much more than that In my mind management skills are a

subset of leadership skills not vice versa as this particular slide here would indicate Perhaps the

quote from Chester Barnard sums it up best He said ldquoManagers have subordinates Leaders

have followersrdquo Both get things done through other people The two main differences are what

they choose to do and how they choose to do it Most managers continue the status quo Leaders

have vision about where to lead an organization Managers rely on rewards and punishments to

get things done Leaders often use values and vision Another popular way to say this is

Page 7 of 18

ldquoManagers do things right leaders do the right thingsrdquo

Slide 13

Slide 13

Entrepreneurship is defined as the recognition of opportunities and the use of creation of

resources to implement innovative ideas for new thoughtfully planned ventures

Entrepreneurs are leaders who convert ideas into action

Audio

We live in a very dynamic business world Business environment change Industries rise

industries fall The Austrian economist Joseph Schumpeter called this creative destruction Just

for fun take a look at the Fortune 500 and see how old these companies really are Many of them

like Cisco Google and Microsoft are in industries that didnrsquot even exist 25 years ago More than

ever all companies need to develop a sense of entrepreneurship just to survive

Slide 14

Slide 14

How do you define leadership and who would you identify as a great leader

What is entrepreneurship

What is strategy

What roles do leadership entrepreneurship and strategy play in good principles of

management

Audio

None (Discussion Slide)

Slide 15

Slide 15

Functions of Management

Planning

Organizing

Leading

Controlling

Audio

Letrsquos take a closer look at each of the components of the planning organizing leading and

control model that wersquoll be using this semester

Slide 16

Slide 16

Page 8 of 18

Strategic Planning

Up to three year time frame

Conducted by top management

Tactical Planning

One to three years time frame

Conducted by mid-management

Operational Planning

Short time horizon ndash one week to one year

Conducted by direct supervisors who are members of management

Audio

Notice how the three levels of planning outlined here correspond with the levels of management

we talked about earlier If yoursquore a business major yoursquore going to wind up taking course in all of

these areas Yoursquoll take a strategy class that specifically focuses on strategic planning Yoursquoll

take operation classes that talk about operational planning and a leadership class that talks about

all types of planning

Slide 17

Slide 17

Organizing

Developing an organizational structure and allocating human resources to ensure the

accomplishment of objectives

Decisions made about the structure of an organization are generally referred to as organizational

design decisions

Audio

There are also multiple types and levels of organizing We need to create an organizational

structure who reports to whom That infamous organizational chart that many of you have

probably seen for your work organizations But we also have to organize tasks and activities

Slide 18

Slide 18

Leading

Motivating Subordinates

Using Power Effectively

Communicating Effectively

Audio

Leading in the sense that your text uses it is well described by this slide Leading subordinates is

about communication and motivation

Page 9 of 18

Slide 19

Controlling

Step 1 Establish Performance Standards

Step 2 Compare Performance Against Standards

Step 3 Take Corrective Action When Necessary

Audio

Out of all the functions of management controlling is the one that gets the bad rap I donrsquot want

you to think of controlling in a negative sense though Think of controlling as controls in an

airplane cockpit It helps the pilot determine where the plane is at which direction it is headed

and how to adjust the plane to make sure it gets to its proper destination Thatrsquos the sense we use

control when we talk about management

Slide 20

Slide 20

The P-O-L-C Framework

Planning

1 Vision amp Mission

2 Strategizing

3 Goals amp Objectives

Organizing

1 Organization Design

2 Culture

3 Social Networks

Leading

1 Leadership

2 Decision Making

3 Communications

4 GroupTeams

5 Motivation

Controlling

1 SystemsProcesses

2 Strategic Human Resources

Audio

As you review the components of the planning organizing leading and controlling framework

that we will be using you are actually looking at the chapter titles for most of the text book We

will take each one of these one by one

Slide 21

Slide 21

Page 10 of 18

What are the management functions that comprise the P-O-L-C framework

Are there any criticisms of this framework

What function does planning serve

What function doe organizing serve

What function does leading serve

What function does controlling serve

Audio

None (Discussion Slide)

Slide 22

Slide 22

Organizational Performance

Economic

Social

Environmental

Audio

In the past we have typically measured organizational performance for businesses in economic

terms in other words how much profit did we make In todayrsquos world there is increasing pressure

to include social and environmental factors in measuring organizational performance Not

everybody agrees on this or how much of that should be included So letrsquos take a look and

discuss some of the controversy surround social and environmental performance

Slide 23

Slide 23

The Importance of Economic Performance

Economic performance is very important to a firmrsquos stakeholders particularly its investors or

owners because this performance eventually provides them with a return on their investment

Audio

We hear a lot today about the amount money and profits that company make There is a lot of

discussion about how much profit is appropriate for a company to make for its shareholders

While there may be discussion about this I think everybody agrees that every business is in

place to make a profit If it doesnrsquot make a profit the company cannot survive All the members

of the organization will lose their job and society will do without the benefits of that company

So regardless of how we feel about profits in general we have to recognize that they are an

essential part of the business environment The question comes in how do we balance those with

the social and environmental factors that we also have to take into account

Slide 24

Page 11 of 18

Slide 24

The Triple Bottom Line

Economic

Revenue

Accounting Profit

Supply and Demand

Social

Humanitarian

Responsibility

Accountability

Environmental

ReuseRecycle

Sustainability

Going Green

Audio

Most companies today recognize that they have economic social and environmental

responsibilities In fact some companies focus on social and environmental aspects to help

improve their economic returns For example Ben and Jerryrsquos have long been known for their

humanitarian agenda and companies like Patagonia use environmental aspects to help improve

their image and to make their products more marketable Itrsquos possible however to spend too

much money on social and environmental aspects That reduces profits and reduces economic

returns to shareholders But we are also discovering that companies that spend nothing on social

and environmental responsibilities incur the wrath of the public and produce lower economic

returns So while we may vary in the amount of money and emphasis we put in each of these

areas some balance is required

Slide 25

Slide 25

Organizations can consider the interests of society and take responsibility for the impact of their

activities on customers suppliers employees shareholders communities and the environment

in all aspects of their operations END does this

Audio

All companies operate as part of a larger community As citizens of that community it can be

argued that we should be good neighbor But the idea of corporate social responsibility isnrsquot

without its critics Letrsquos take a look at some of the critic of CSR and then wersquoll look at some of

the ideas that support it

Slide 26

Slide 26

Page 12 of 18

Criticism of CSR

Detracts from the fundamental economic role of business

Just superficial window-dressing

Pre-empts the role of individuals charities and governments

Audio

There are a number of criticisms against corporate social responsibility The basic argument is

that itrsquos inefficient Companies giving away part of their profits have to raise their prices in order

to cover those donations This raises products and service prices to individual customers

Economists such as Freiburg say ldquoItrsquos a better idea to keep the prices low Individuals can take

the savings and they can donate those to their charitable organizations of their choice rather than

having businesses do that

Slide 27

Slide 27

Supporters of CSR

Increases ethical behavior of managers

Increases employee satisfaction and retention

Corporate giving is more efficient than government and more effective than individual charity

Audio

A number of people support the concept of corporate social responsibility Amongst their

arguments are that it increases the ethical behavior of managers by allowing them to focus on

people rather than just profits It is also said to increase employee satisfaction and retention And

in terms of efficiency they argue that corporate giving is more efficient than government giving

and itrsquos more effective than individual giving because of the amount of money that a corporation

can give compared with that of an individual

Slide 28

Slide 28

Why is financial performance important for organizations

What are some examples of financial performance metrics

What dimensions of performance beyond financial are included in the triple bottom line

How does corporate social responsibility (CSR) relate to the triple bottom line

How are financial performance and CSR related

Audio

None (Discussion Slide)

Slide 29

Slide 29

Page 13 of 18

Individual-Level Performance

Individuals are recruited selected and hired to take responsibility for fulfilling the job

description

In-Role Performance

Additional ldquoextrasrdquo that add value but which arenrsquot part of the formal job description

Organizational Citizenship Behaviors (OCBs)

Extra-Role Performance

Audio

I have a saying I use frequently ldquoYou donrsquot manage organizations you manage individualsrdquo In

todayrsquos business world maximizing human capital is more important than ever Organizations

that can inspire individuals to contribute beyond the required tasks have a much better chance to

grow and be successful

Slide 30

Slide 30

Organizational Citizenship Behaviors Helping Behavior

Altruism Interpersonal Helping Courtesy Peacemaking Cheerleading

Audio

Organization Citizenship Behaviors or OCBs are a sign that employees are committed and

engaged in their workplace Organizations that get these types of behaviors from employees are

typically much more profitable Such behaviors are much more likely if we use a contemporary

management model that we discussed earlier rather than the traditional model

Slide 31

Slide 31

Organizational Citizenship Behaviors

Sportsmanship

Organizational Compliance

Individual Initiative

Organizational Loyalty

Civic Virtue

Self Development

Audio

Interestingly enough but probably not all that surprising companies that regularly practice

corporate social responsibility are also more likely to get OCBs from their employees People

who go above and beyond expectations are attracted to work for companies that have similar

values

Page 14 of 18

Slide 32

Group-Level Performance

-Focuses on both the outcomes and process of collections of individuals or groups

-Individuals can work on their own agendas in the context of a group

Audio

Many companies have turned to the use of teams in order to improve performance Part of that

comes because of the success of the Japanese companies in the 70s and 80s The Japanese are

notorious for teams But Americans are much more individualistic than the Japanese people

Using teams here hasnrsquot proved nearly as successful Team use is not a panacea it wonrsquot cure all

of our problems But wersquoll take a look at teams in a later chapter

Slide 33

Slide 33

What is in-role performance

What is extra-role performance

What is the relationship between extra-role performance and organizational citizenship

behaviors

What differentiates a team from a group

When might it be important to understand the implications of individual performance for

group performance

Audio

None (Discussion Slide)

Slide 34

Early Management Principles Scientific Management

Henri Fayol

Fayolrsquos 14 Principles

Frederick Taylor

Scientific Management

Taylorism

Frank and Lillian Gilbreth

Motion Studies

Audio

When we think about the early history of management principles we have to recognize that large

businesses did not exist in significant numbers until the mid 1800s Prior to that most businesses

were family or individual operated But the industrial revolution made large businesses possible

The early theorist focused around efficiencies Henri Fayolrsquos 14 principles were about structure

and how to organize workers Frederick Taylor and the Gilbreths studies revolved around how to

make individual workers more productive The biggest complaint against these theorists was that

Page 15 of 18

it dehumanized the workers In fact many workers were afraid they would lose their jobs to

nothing but equipment and large machinery They didnrsquot like this As you watch the film clips

from Modern Times and from Office Space you can see that not much has really changed

about how we feel about being dehumanized

Slide 35

Slide 35

SpecializationDivision of Labor

AuthorityResponsibility

Discipline

Unity of Command

Unity of Direction

Subordination of Individual Interest

Remuneration

Centralization

Line of Authority

Order

Equity

Stability of Tenure

Initiative

Espirit de Corps

Audio

Fayol was one of the very first to study and write about management His list of 14 principles is

still considered the backbone of management responsibilities Our framework of plan organize

lead and control is derived from Fayolrsquos 14 principles

Slide 36

Early management Principles Human Relations Approach

Mary Parker Follett

Empowerment

Teams

Elton Mayo

Hawthorn Studies

Chester Barnard

Functions of the Executive

Leadership Principles

Audio

Eventually the scientific management approach started to give way to the human relations

approach We started to recognize that itrsquos people that do the work itrsquos not just the tasks

themselves Three early theorists in this area were Mary Parker Follet Elton Mayo and Chester

Page 16 of 18

Barnard Mary Parker Follet was an incredible woman who in the early 1900s wrote about things

like teams and empowerment She talked about managers having power with employees rather

than power over employees Elton Mayo didnrsquot actual conduct the Hawthorn Studies but he is

given credit for interpreting the studies and recognizing the importance of recognizing

individuals and people involved in production Chester Barnard wrote the book Functions of

the Executive Itrsquos an interesting book I highly recommend it He talked about leadership

principles and recognizing again the contributions of the individuals involved That these are not

machines but theyrsquore actual real live humans

Slide 37

Limitations of Early Theorists

Audio

We are often quick to criticize early management theories as being dehumanizing We have to

remember though that we live in a different world than they did Jobs have changed society has

changed technology has changed consequently theories of management needed to change as

well They did the best with what they could and Irsquom not so sure we have perfected it even

today

Slide 38

MANAGEMENT IDEAS OF THE 1990s

Peter Drucker

Tom Peters and Robert Waterman

Warren Bennis

Audio

Your text talks about some of the more recent management ideas that have started to appear

since the 80s and 90s As you read through these and review them I encourage you to note how

different they are from the early scientific management approaches Itrsquos a lot less about tasks and

a lot more about people

Slide 39

Slide 39

In Search Of Excellence

Managing Ambiguity and Paradox

A Bias for Action

Close to the Customer

Autonomy and Entrepreneurship

Productivity through People

Hands-On Value-Driven

Stick to the Knitting

Simple Form Lean Staff

Simultaneous Loose-Tight Properties

Page 17 of 18

Audio

There are a lot of books I am likely to recommend to you throughout the semester but I strongly

recommend this one It would be in my top three In Search of Excellence really did change the

way we think about workers You can get a copy of it fairly cheap on Amazon I am sure It

makes for very good reading

Slide 40

Peterrsquos Management Recommendations

Audio

Every time I see Petersrsquo management recommendations Irsquom reminded of what a student said in

class We were doing some comparisons between business organizations and a football team So

we were contrasting the various roles between the two organizations Somebody asked what role

on the football team would the CEO have Most people said he would be the head coach or hersquod

be the quarterback or something along that line But one of the students was shaking his head

and I asked him what he was thinking He said that really the CEO is more like the offensive

line Everybody giggled and looked at him strange He said ldquoNo really The CEO isnrsquot the most

talented person in the organization but hersquos the person in power The person who has the power

to get rid of the obstacles to let the really talented people do what they do bestrdquo I thought that

was pretty insightful and it certainly fits with Petersrsquo recommendations here

Slide 41

Slide 41

What is your learning style

1 How do you prefer to process information actively ndash through engagement in physical

activity or discussion or reflectively ndash through introspection

2 What type of information do you preferentially perceive sensory (external)-sights

sounds physical sensations or intuitive (internal)-possibilities insights hunches

3 Through which sensory channel is external information most effectively perceived

visual-pictures diagrams graphs demonstrations or verbal-words sounds

4 How o you progress toward understanding sequentially-in continual steps or globally-in

large jumps holistically

Audio

The last section in each of the unit will give you practical advice on how to improve your

management skills This one starts off by looking at learning styles and goal setting The learning

style material is for your own reflection here You wonrsquot be tested on this but I would encourage

you to look at these final sections of each chapter as a good opportunity to improve your ability

to be a good manager

Slide 42

SMART Goals

Page 18 of 18

Specific

Measurable

Attainable

Realistic

Timely

Audio

While I wonrsquot test you on the learning styles I will test you on the SMART goals This

material is actually very important Remember our discussion about planning Goal setting is an

important part of planning Managers often use these principles of SMART goals to help them

design good goals for the organization SMART goals should be specific measurable

attainable realistic and timely

Slide 43

Slide 43

What is your learning style

How does your style compare with your prior intuition

What target learning issue could you use to experiment with the gauge-discover-reflect

framework

What does the acronym SMART refer to in the context of goal setting

What SMART goals could you apply to your target learning issue

Audio

None (Discussion Slide)

Slide 44

Slide 44

What goals seem to dominate early management principles

Do you see any commonalities between Fayolrsquos principles of management from 1911 and

those of Tom Peters in the 1990s

Are there any jobs today for which time and motion studies would make sense to do

Would any other skills need to be taught as well

What do early management principles leave out

How would you put some of the ideas of the 1990s into practice

What aspects of POLC would be most likely to change based on what you have learned

in this section

Audio

None (Discussion Slide)

Page 7 of 18

ldquoManagers do things right leaders do the right thingsrdquo

Slide 13

Slide 13

Entrepreneurship is defined as the recognition of opportunities and the use of creation of

resources to implement innovative ideas for new thoughtfully planned ventures

Entrepreneurs are leaders who convert ideas into action

Audio

We live in a very dynamic business world Business environment change Industries rise

industries fall The Austrian economist Joseph Schumpeter called this creative destruction Just

for fun take a look at the Fortune 500 and see how old these companies really are Many of them

like Cisco Google and Microsoft are in industries that didnrsquot even exist 25 years ago More than

ever all companies need to develop a sense of entrepreneurship just to survive

Slide 14

Slide 14

How do you define leadership and who would you identify as a great leader

What is entrepreneurship

What is strategy

What roles do leadership entrepreneurship and strategy play in good principles of

management

Audio

None (Discussion Slide)

Slide 15

Slide 15

Functions of Management

Planning

Organizing

Leading

Controlling

Audio

Letrsquos take a closer look at each of the components of the planning organizing leading and

control model that wersquoll be using this semester

Slide 16

Slide 16

Page 8 of 18

Strategic Planning

Up to three year time frame

Conducted by top management

Tactical Planning

One to three years time frame

Conducted by mid-management

Operational Planning

Short time horizon ndash one week to one year

Conducted by direct supervisors who are members of management

Audio

Notice how the three levels of planning outlined here correspond with the levels of management

we talked about earlier If yoursquore a business major yoursquore going to wind up taking course in all of

these areas Yoursquoll take a strategy class that specifically focuses on strategic planning Yoursquoll

take operation classes that talk about operational planning and a leadership class that talks about

all types of planning

Slide 17

Slide 17

Organizing

Developing an organizational structure and allocating human resources to ensure the

accomplishment of objectives

Decisions made about the structure of an organization are generally referred to as organizational

design decisions

Audio

There are also multiple types and levels of organizing We need to create an organizational

structure who reports to whom That infamous organizational chart that many of you have

probably seen for your work organizations But we also have to organize tasks and activities

Slide 18

Slide 18

Leading

Motivating Subordinates

Using Power Effectively

Communicating Effectively

Audio

Leading in the sense that your text uses it is well described by this slide Leading subordinates is

about communication and motivation

Page 9 of 18

Slide 19

Controlling

Step 1 Establish Performance Standards

Step 2 Compare Performance Against Standards

Step 3 Take Corrective Action When Necessary

Audio

Out of all the functions of management controlling is the one that gets the bad rap I donrsquot want

you to think of controlling in a negative sense though Think of controlling as controls in an

airplane cockpit It helps the pilot determine where the plane is at which direction it is headed

and how to adjust the plane to make sure it gets to its proper destination Thatrsquos the sense we use

control when we talk about management

Slide 20

Slide 20

The P-O-L-C Framework

Planning

1 Vision amp Mission

2 Strategizing

3 Goals amp Objectives

Organizing

1 Organization Design

2 Culture

3 Social Networks

Leading

1 Leadership

2 Decision Making

3 Communications

4 GroupTeams

5 Motivation

Controlling

1 SystemsProcesses

2 Strategic Human Resources

Audio

As you review the components of the planning organizing leading and controlling framework

that we will be using you are actually looking at the chapter titles for most of the text book We

will take each one of these one by one

Slide 21

Slide 21

Page 10 of 18

What are the management functions that comprise the P-O-L-C framework

Are there any criticisms of this framework

What function does planning serve

What function doe organizing serve

What function does leading serve

What function does controlling serve

Audio

None (Discussion Slide)

Slide 22

Slide 22

Organizational Performance

Economic

Social

Environmental

Audio

In the past we have typically measured organizational performance for businesses in economic

terms in other words how much profit did we make In todayrsquos world there is increasing pressure

to include social and environmental factors in measuring organizational performance Not

everybody agrees on this or how much of that should be included So letrsquos take a look and

discuss some of the controversy surround social and environmental performance

Slide 23

Slide 23

The Importance of Economic Performance

Economic performance is very important to a firmrsquos stakeholders particularly its investors or

owners because this performance eventually provides them with a return on their investment

Audio

We hear a lot today about the amount money and profits that company make There is a lot of

discussion about how much profit is appropriate for a company to make for its shareholders

While there may be discussion about this I think everybody agrees that every business is in

place to make a profit If it doesnrsquot make a profit the company cannot survive All the members

of the organization will lose their job and society will do without the benefits of that company

So regardless of how we feel about profits in general we have to recognize that they are an

essential part of the business environment The question comes in how do we balance those with

the social and environmental factors that we also have to take into account

Slide 24

Page 11 of 18

Slide 24

The Triple Bottom Line

Economic

Revenue

Accounting Profit

Supply and Demand

Social

Humanitarian

Responsibility

Accountability

Environmental

ReuseRecycle

Sustainability

Going Green

Audio

Most companies today recognize that they have economic social and environmental

responsibilities In fact some companies focus on social and environmental aspects to help

improve their economic returns For example Ben and Jerryrsquos have long been known for their

humanitarian agenda and companies like Patagonia use environmental aspects to help improve

their image and to make their products more marketable Itrsquos possible however to spend too

much money on social and environmental aspects That reduces profits and reduces economic

returns to shareholders But we are also discovering that companies that spend nothing on social

and environmental responsibilities incur the wrath of the public and produce lower economic

returns So while we may vary in the amount of money and emphasis we put in each of these

areas some balance is required

Slide 25

Slide 25

Organizations can consider the interests of society and take responsibility for the impact of their

activities on customers suppliers employees shareholders communities and the environment

in all aspects of their operations END does this

Audio

All companies operate as part of a larger community As citizens of that community it can be

argued that we should be good neighbor But the idea of corporate social responsibility isnrsquot

without its critics Letrsquos take a look at some of the critic of CSR and then wersquoll look at some of

the ideas that support it

Slide 26

Slide 26

Page 12 of 18

Criticism of CSR

Detracts from the fundamental economic role of business

Just superficial window-dressing

Pre-empts the role of individuals charities and governments

Audio

There are a number of criticisms against corporate social responsibility The basic argument is

that itrsquos inefficient Companies giving away part of their profits have to raise their prices in order

to cover those donations This raises products and service prices to individual customers

Economists such as Freiburg say ldquoItrsquos a better idea to keep the prices low Individuals can take

the savings and they can donate those to their charitable organizations of their choice rather than

having businesses do that

Slide 27

Slide 27

Supporters of CSR

Increases ethical behavior of managers

Increases employee satisfaction and retention

Corporate giving is more efficient than government and more effective than individual charity

Audio

A number of people support the concept of corporate social responsibility Amongst their

arguments are that it increases the ethical behavior of managers by allowing them to focus on

people rather than just profits It is also said to increase employee satisfaction and retention And

in terms of efficiency they argue that corporate giving is more efficient than government giving

and itrsquos more effective than individual giving because of the amount of money that a corporation

can give compared with that of an individual

Slide 28

Slide 28

Why is financial performance important for organizations

What are some examples of financial performance metrics

What dimensions of performance beyond financial are included in the triple bottom line

How does corporate social responsibility (CSR) relate to the triple bottom line

How are financial performance and CSR related

Audio

None (Discussion Slide)

Slide 29

Slide 29

Page 13 of 18

Individual-Level Performance

Individuals are recruited selected and hired to take responsibility for fulfilling the job

description

In-Role Performance

Additional ldquoextrasrdquo that add value but which arenrsquot part of the formal job description

Organizational Citizenship Behaviors (OCBs)

Extra-Role Performance

Audio

I have a saying I use frequently ldquoYou donrsquot manage organizations you manage individualsrdquo In

todayrsquos business world maximizing human capital is more important than ever Organizations

that can inspire individuals to contribute beyond the required tasks have a much better chance to

grow and be successful

Slide 30

Slide 30

Organizational Citizenship Behaviors Helping Behavior

Altruism Interpersonal Helping Courtesy Peacemaking Cheerleading

Audio

Organization Citizenship Behaviors or OCBs are a sign that employees are committed and

engaged in their workplace Organizations that get these types of behaviors from employees are

typically much more profitable Such behaviors are much more likely if we use a contemporary

management model that we discussed earlier rather than the traditional model

Slide 31

Slide 31

Organizational Citizenship Behaviors

Sportsmanship

Organizational Compliance

Individual Initiative

Organizational Loyalty

Civic Virtue

Self Development

Audio

Interestingly enough but probably not all that surprising companies that regularly practice

corporate social responsibility are also more likely to get OCBs from their employees People

who go above and beyond expectations are attracted to work for companies that have similar

values

Page 14 of 18

Slide 32

Group-Level Performance

-Focuses on both the outcomes and process of collections of individuals or groups

-Individuals can work on their own agendas in the context of a group

Audio

Many companies have turned to the use of teams in order to improve performance Part of that

comes because of the success of the Japanese companies in the 70s and 80s The Japanese are

notorious for teams But Americans are much more individualistic than the Japanese people

Using teams here hasnrsquot proved nearly as successful Team use is not a panacea it wonrsquot cure all

of our problems But wersquoll take a look at teams in a later chapter

Slide 33

Slide 33

What is in-role performance

What is extra-role performance

What is the relationship between extra-role performance and organizational citizenship

behaviors

What differentiates a team from a group

When might it be important to understand the implications of individual performance for

group performance

Audio

None (Discussion Slide)

Slide 34

Early Management Principles Scientific Management

Henri Fayol

Fayolrsquos 14 Principles

Frederick Taylor

Scientific Management

Taylorism

Frank and Lillian Gilbreth

Motion Studies

Audio

When we think about the early history of management principles we have to recognize that large

businesses did not exist in significant numbers until the mid 1800s Prior to that most businesses

were family or individual operated But the industrial revolution made large businesses possible

The early theorist focused around efficiencies Henri Fayolrsquos 14 principles were about structure

and how to organize workers Frederick Taylor and the Gilbreths studies revolved around how to

make individual workers more productive The biggest complaint against these theorists was that

Page 15 of 18

it dehumanized the workers In fact many workers were afraid they would lose their jobs to

nothing but equipment and large machinery They didnrsquot like this As you watch the film clips

from Modern Times and from Office Space you can see that not much has really changed

about how we feel about being dehumanized

Slide 35

Slide 35

SpecializationDivision of Labor

AuthorityResponsibility

Discipline

Unity of Command

Unity of Direction

Subordination of Individual Interest

Remuneration

Centralization

Line of Authority

Order

Equity

Stability of Tenure

Initiative

Espirit de Corps

Audio

Fayol was one of the very first to study and write about management His list of 14 principles is

still considered the backbone of management responsibilities Our framework of plan organize

lead and control is derived from Fayolrsquos 14 principles

Slide 36

Early management Principles Human Relations Approach

Mary Parker Follett

Empowerment

Teams

Elton Mayo

Hawthorn Studies

Chester Barnard

Functions of the Executive

Leadership Principles

Audio

Eventually the scientific management approach started to give way to the human relations

approach We started to recognize that itrsquos people that do the work itrsquos not just the tasks

themselves Three early theorists in this area were Mary Parker Follet Elton Mayo and Chester

Page 16 of 18

Barnard Mary Parker Follet was an incredible woman who in the early 1900s wrote about things

like teams and empowerment She talked about managers having power with employees rather

than power over employees Elton Mayo didnrsquot actual conduct the Hawthorn Studies but he is

given credit for interpreting the studies and recognizing the importance of recognizing

individuals and people involved in production Chester Barnard wrote the book Functions of

the Executive Itrsquos an interesting book I highly recommend it He talked about leadership

principles and recognizing again the contributions of the individuals involved That these are not

machines but theyrsquore actual real live humans

Slide 37

Limitations of Early Theorists

Audio

We are often quick to criticize early management theories as being dehumanizing We have to

remember though that we live in a different world than they did Jobs have changed society has

changed technology has changed consequently theories of management needed to change as

well They did the best with what they could and Irsquom not so sure we have perfected it even

today

Slide 38

MANAGEMENT IDEAS OF THE 1990s

Peter Drucker

Tom Peters and Robert Waterman

Warren Bennis

Audio

Your text talks about some of the more recent management ideas that have started to appear

since the 80s and 90s As you read through these and review them I encourage you to note how

different they are from the early scientific management approaches Itrsquos a lot less about tasks and

a lot more about people

Slide 39

Slide 39

In Search Of Excellence

Managing Ambiguity and Paradox

A Bias for Action

Close to the Customer

Autonomy and Entrepreneurship

Productivity through People

Hands-On Value-Driven

Stick to the Knitting

Simple Form Lean Staff

Simultaneous Loose-Tight Properties

Page 17 of 18

Audio

There are a lot of books I am likely to recommend to you throughout the semester but I strongly

recommend this one It would be in my top three In Search of Excellence really did change the

way we think about workers You can get a copy of it fairly cheap on Amazon I am sure It

makes for very good reading

Slide 40

Peterrsquos Management Recommendations

Audio

Every time I see Petersrsquo management recommendations Irsquom reminded of what a student said in

class We were doing some comparisons between business organizations and a football team So

we were contrasting the various roles between the two organizations Somebody asked what role

on the football team would the CEO have Most people said he would be the head coach or hersquod

be the quarterback or something along that line But one of the students was shaking his head

and I asked him what he was thinking He said that really the CEO is more like the offensive

line Everybody giggled and looked at him strange He said ldquoNo really The CEO isnrsquot the most

talented person in the organization but hersquos the person in power The person who has the power

to get rid of the obstacles to let the really talented people do what they do bestrdquo I thought that

was pretty insightful and it certainly fits with Petersrsquo recommendations here

Slide 41

Slide 41

What is your learning style

1 How do you prefer to process information actively ndash through engagement in physical

activity or discussion or reflectively ndash through introspection

2 What type of information do you preferentially perceive sensory (external)-sights

sounds physical sensations or intuitive (internal)-possibilities insights hunches

3 Through which sensory channel is external information most effectively perceived

visual-pictures diagrams graphs demonstrations or verbal-words sounds

4 How o you progress toward understanding sequentially-in continual steps or globally-in

large jumps holistically

Audio

The last section in each of the unit will give you practical advice on how to improve your

management skills This one starts off by looking at learning styles and goal setting The learning

style material is for your own reflection here You wonrsquot be tested on this but I would encourage

you to look at these final sections of each chapter as a good opportunity to improve your ability

to be a good manager

Slide 42

SMART Goals

Page 18 of 18

Specific

Measurable

Attainable

Realistic

Timely

Audio

While I wonrsquot test you on the learning styles I will test you on the SMART goals This

material is actually very important Remember our discussion about planning Goal setting is an

important part of planning Managers often use these principles of SMART goals to help them

design good goals for the organization SMART goals should be specific measurable

attainable realistic and timely

Slide 43

Slide 43

What is your learning style

How does your style compare with your prior intuition

What target learning issue could you use to experiment with the gauge-discover-reflect

framework

What does the acronym SMART refer to in the context of goal setting

What SMART goals could you apply to your target learning issue

Audio

None (Discussion Slide)

Slide 44

Slide 44

What goals seem to dominate early management principles

Do you see any commonalities between Fayolrsquos principles of management from 1911 and

those of Tom Peters in the 1990s

Are there any jobs today for which time and motion studies would make sense to do

Would any other skills need to be taught as well

What do early management principles leave out

How would you put some of the ideas of the 1990s into practice

What aspects of POLC would be most likely to change based on what you have learned

in this section

Audio

None (Discussion Slide)

Page 8 of 18

Strategic Planning

Up to three year time frame

Conducted by top management

Tactical Planning

One to three years time frame

Conducted by mid-management

Operational Planning

Short time horizon ndash one week to one year

Conducted by direct supervisors who are members of management

Audio

Notice how the three levels of planning outlined here correspond with the levels of management

we talked about earlier If yoursquore a business major yoursquore going to wind up taking course in all of

these areas Yoursquoll take a strategy class that specifically focuses on strategic planning Yoursquoll

take operation classes that talk about operational planning and a leadership class that talks about

all types of planning

Slide 17

Slide 17

Organizing

Developing an organizational structure and allocating human resources to ensure the

accomplishment of objectives

Decisions made about the structure of an organization are generally referred to as organizational

design decisions

Audio

There are also multiple types and levels of organizing We need to create an organizational

structure who reports to whom That infamous organizational chart that many of you have

probably seen for your work organizations But we also have to organize tasks and activities

Slide 18

Slide 18

Leading

Motivating Subordinates

Using Power Effectively

Communicating Effectively

Audio

Leading in the sense that your text uses it is well described by this slide Leading subordinates is

about communication and motivation

Page 9 of 18

Slide 19

Controlling

Step 1 Establish Performance Standards

Step 2 Compare Performance Against Standards

Step 3 Take Corrective Action When Necessary

Audio

Out of all the functions of management controlling is the one that gets the bad rap I donrsquot want

you to think of controlling in a negative sense though Think of controlling as controls in an

airplane cockpit It helps the pilot determine where the plane is at which direction it is headed

and how to adjust the plane to make sure it gets to its proper destination Thatrsquos the sense we use

control when we talk about management

Slide 20

Slide 20

The P-O-L-C Framework

Planning

1 Vision amp Mission

2 Strategizing

3 Goals amp Objectives

Organizing

1 Organization Design

2 Culture

3 Social Networks

Leading

1 Leadership

2 Decision Making

3 Communications

4 GroupTeams

5 Motivation

Controlling

1 SystemsProcesses

2 Strategic Human Resources

Audio

As you review the components of the planning organizing leading and controlling framework

that we will be using you are actually looking at the chapter titles for most of the text book We

will take each one of these one by one

Slide 21

Slide 21

Page 10 of 18

What are the management functions that comprise the P-O-L-C framework

Are there any criticisms of this framework

What function does planning serve

What function doe organizing serve

What function does leading serve

What function does controlling serve

Audio

None (Discussion Slide)

Slide 22

Slide 22

Organizational Performance

Economic

Social

Environmental

Audio

In the past we have typically measured organizational performance for businesses in economic

terms in other words how much profit did we make In todayrsquos world there is increasing pressure

to include social and environmental factors in measuring organizational performance Not

everybody agrees on this or how much of that should be included So letrsquos take a look and

discuss some of the controversy surround social and environmental performance

Slide 23

Slide 23

The Importance of Economic Performance

Economic performance is very important to a firmrsquos stakeholders particularly its investors or

owners because this performance eventually provides them with a return on their investment

Audio

We hear a lot today about the amount money and profits that company make There is a lot of

discussion about how much profit is appropriate for a company to make for its shareholders

While there may be discussion about this I think everybody agrees that every business is in

place to make a profit If it doesnrsquot make a profit the company cannot survive All the members

of the organization will lose their job and society will do without the benefits of that company

So regardless of how we feel about profits in general we have to recognize that they are an

essential part of the business environment The question comes in how do we balance those with

the social and environmental factors that we also have to take into account

Slide 24

Page 11 of 18

Slide 24

The Triple Bottom Line

Economic

Revenue

Accounting Profit

Supply and Demand

Social

Humanitarian

Responsibility

Accountability

Environmental

ReuseRecycle

Sustainability

Going Green

Audio

Most companies today recognize that they have economic social and environmental

responsibilities In fact some companies focus on social and environmental aspects to help

improve their economic returns For example Ben and Jerryrsquos have long been known for their

humanitarian agenda and companies like Patagonia use environmental aspects to help improve

their image and to make their products more marketable Itrsquos possible however to spend too

much money on social and environmental aspects That reduces profits and reduces economic

returns to shareholders But we are also discovering that companies that spend nothing on social

and environmental responsibilities incur the wrath of the public and produce lower economic

returns So while we may vary in the amount of money and emphasis we put in each of these

areas some balance is required

Slide 25

Slide 25

Organizations can consider the interests of society and take responsibility for the impact of their

activities on customers suppliers employees shareholders communities and the environment

in all aspects of their operations END does this

Audio

All companies operate as part of a larger community As citizens of that community it can be

argued that we should be good neighbor But the idea of corporate social responsibility isnrsquot

without its critics Letrsquos take a look at some of the critic of CSR and then wersquoll look at some of

the ideas that support it

Slide 26

Slide 26

Page 12 of 18

Criticism of CSR

Detracts from the fundamental economic role of business

Just superficial window-dressing

Pre-empts the role of individuals charities and governments

Audio

There are a number of criticisms against corporate social responsibility The basic argument is

that itrsquos inefficient Companies giving away part of their profits have to raise their prices in order

to cover those donations This raises products and service prices to individual customers

Economists such as Freiburg say ldquoItrsquos a better idea to keep the prices low Individuals can take

the savings and they can donate those to their charitable organizations of their choice rather than

having businesses do that

Slide 27

Slide 27

Supporters of CSR

Increases ethical behavior of managers

Increases employee satisfaction and retention

Corporate giving is more efficient than government and more effective than individual charity

Audio

A number of people support the concept of corporate social responsibility Amongst their

arguments are that it increases the ethical behavior of managers by allowing them to focus on

people rather than just profits It is also said to increase employee satisfaction and retention And

in terms of efficiency they argue that corporate giving is more efficient than government giving

and itrsquos more effective than individual giving because of the amount of money that a corporation

can give compared with that of an individual

Slide 28

Slide 28

Why is financial performance important for organizations

What are some examples of financial performance metrics

What dimensions of performance beyond financial are included in the triple bottom line

How does corporate social responsibility (CSR) relate to the triple bottom line

How are financial performance and CSR related

Audio

None (Discussion Slide)

Slide 29

Slide 29

Page 13 of 18

Individual-Level Performance

Individuals are recruited selected and hired to take responsibility for fulfilling the job

description

In-Role Performance

Additional ldquoextrasrdquo that add value but which arenrsquot part of the formal job description

Organizational Citizenship Behaviors (OCBs)

Extra-Role Performance

Audio

I have a saying I use frequently ldquoYou donrsquot manage organizations you manage individualsrdquo In

todayrsquos business world maximizing human capital is more important than ever Organizations

that can inspire individuals to contribute beyond the required tasks have a much better chance to

grow and be successful

Slide 30

Slide 30

Organizational Citizenship Behaviors Helping Behavior

Altruism Interpersonal Helping Courtesy Peacemaking Cheerleading

Audio

Organization Citizenship Behaviors or OCBs are a sign that employees are committed and

engaged in their workplace Organizations that get these types of behaviors from employees are

typically much more profitable Such behaviors are much more likely if we use a contemporary

management model that we discussed earlier rather than the traditional model

Slide 31

Slide 31

Organizational Citizenship Behaviors

Sportsmanship

Organizational Compliance

Individual Initiative

Organizational Loyalty

Civic Virtue

Self Development

Audio

Interestingly enough but probably not all that surprising companies that regularly practice

corporate social responsibility are also more likely to get OCBs from their employees People

who go above and beyond expectations are attracted to work for companies that have similar

values

Page 14 of 18

Slide 32

Group-Level Performance

-Focuses on both the outcomes and process of collections of individuals or groups

-Individuals can work on their own agendas in the context of a group

Audio

Many companies have turned to the use of teams in order to improve performance Part of that

comes because of the success of the Japanese companies in the 70s and 80s The Japanese are

notorious for teams But Americans are much more individualistic than the Japanese people

Using teams here hasnrsquot proved nearly as successful Team use is not a panacea it wonrsquot cure all

of our problems But wersquoll take a look at teams in a later chapter

Slide 33

Slide 33

What is in-role performance

What is extra-role performance

What is the relationship between extra-role performance and organizational citizenship

behaviors

What differentiates a team from a group

When might it be important to understand the implications of individual performance for

group performance

Audio

None (Discussion Slide)

Slide 34

Early Management Principles Scientific Management

Henri Fayol

Fayolrsquos 14 Principles

Frederick Taylor

Scientific Management

Taylorism

Frank and Lillian Gilbreth

Motion Studies

Audio

When we think about the early history of management principles we have to recognize that large

businesses did not exist in significant numbers until the mid 1800s Prior to that most businesses

were family or individual operated But the industrial revolution made large businesses possible

The early theorist focused around efficiencies Henri Fayolrsquos 14 principles were about structure

and how to organize workers Frederick Taylor and the Gilbreths studies revolved around how to

make individual workers more productive The biggest complaint against these theorists was that

Page 15 of 18

it dehumanized the workers In fact many workers were afraid they would lose their jobs to

nothing but equipment and large machinery They didnrsquot like this As you watch the film clips

from Modern Times and from Office Space you can see that not much has really changed

about how we feel about being dehumanized

Slide 35

Slide 35

SpecializationDivision of Labor

AuthorityResponsibility

Discipline

Unity of Command

Unity of Direction

Subordination of Individual Interest

Remuneration

Centralization

Line of Authority

Order

Equity

Stability of Tenure

Initiative

Espirit de Corps

Audio

Fayol was one of the very first to study and write about management His list of 14 principles is

still considered the backbone of management responsibilities Our framework of plan organize

lead and control is derived from Fayolrsquos 14 principles

Slide 36

Early management Principles Human Relations Approach

Mary Parker Follett

Empowerment

Teams

Elton Mayo

Hawthorn Studies

Chester Barnard

Functions of the Executive

Leadership Principles

Audio

Eventually the scientific management approach started to give way to the human relations

approach We started to recognize that itrsquos people that do the work itrsquos not just the tasks

themselves Three early theorists in this area were Mary Parker Follet Elton Mayo and Chester

Page 16 of 18

Barnard Mary Parker Follet was an incredible woman who in the early 1900s wrote about things

like teams and empowerment She talked about managers having power with employees rather

than power over employees Elton Mayo didnrsquot actual conduct the Hawthorn Studies but he is

given credit for interpreting the studies and recognizing the importance of recognizing

individuals and people involved in production Chester Barnard wrote the book Functions of

the Executive Itrsquos an interesting book I highly recommend it He talked about leadership

principles and recognizing again the contributions of the individuals involved That these are not

machines but theyrsquore actual real live humans

Slide 37

Limitations of Early Theorists

Audio

We are often quick to criticize early management theories as being dehumanizing We have to

remember though that we live in a different world than they did Jobs have changed society has

changed technology has changed consequently theories of management needed to change as

well They did the best with what they could and Irsquom not so sure we have perfected it even

today

Slide 38

MANAGEMENT IDEAS OF THE 1990s

Peter Drucker

Tom Peters and Robert Waterman

Warren Bennis

Audio

Your text talks about some of the more recent management ideas that have started to appear

since the 80s and 90s As you read through these and review them I encourage you to note how

different they are from the early scientific management approaches Itrsquos a lot less about tasks and

a lot more about people

Slide 39

Slide 39

In Search Of Excellence

Managing Ambiguity and Paradox

A Bias for Action

Close to the Customer

Autonomy and Entrepreneurship

Productivity through People

Hands-On Value-Driven

Stick to the Knitting

Simple Form Lean Staff

Simultaneous Loose-Tight Properties

Page 17 of 18

Audio

There are a lot of books I am likely to recommend to you throughout the semester but I strongly

recommend this one It would be in my top three In Search of Excellence really did change the

way we think about workers You can get a copy of it fairly cheap on Amazon I am sure It

makes for very good reading

Slide 40

Peterrsquos Management Recommendations

Audio

Every time I see Petersrsquo management recommendations Irsquom reminded of what a student said in

class We were doing some comparisons between business organizations and a football team So

we were contrasting the various roles between the two organizations Somebody asked what role

on the football team would the CEO have Most people said he would be the head coach or hersquod

be the quarterback or something along that line But one of the students was shaking his head

and I asked him what he was thinking He said that really the CEO is more like the offensive

line Everybody giggled and looked at him strange He said ldquoNo really The CEO isnrsquot the most

talented person in the organization but hersquos the person in power The person who has the power

to get rid of the obstacles to let the really talented people do what they do bestrdquo I thought that

was pretty insightful and it certainly fits with Petersrsquo recommendations here

Slide 41

Slide 41

What is your learning style

1 How do you prefer to process information actively ndash through engagement in physical

activity or discussion or reflectively ndash through introspection

2 What type of information do you preferentially perceive sensory (external)-sights

sounds physical sensations or intuitive (internal)-possibilities insights hunches

3 Through which sensory channel is external information most effectively perceived

visual-pictures diagrams graphs demonstrations or verbal-words sounds

4 How o you progress toward understanding sequentially-in continual steps or globally-in

large jumps holistically

Audio

The last section in each of the unit will give you practical advice on how to improve your

management skills This one starts off by looking at learning styles and goal setting The learning

style material is for your own reflection here You wonrsquot be tested on this but I would encourage

you to look at these final sections of each chapter as a good opportunity to improve your ability

to be a good manager

Slide 42

SMART Goals

Page 18 of 18

Specific

Measurable

Attainable

Realistic

Timely

Audio

While I wonrsquot test you on the learning styles I will test you on the SMART goals This

material is actually very important Remember our discussion about planning Goal setting is an

important part of planning Managers often use these principles of SMART goals to help them

design good goals for the organization SMART goals should be specific measurable

attainable realistic and timely

Slide 43

Slide 43

What is your learning style

How does your style compare with your prior intuition

What target learning issue could you use to experiment with the gauge-discover-reflect

framework

What does the acronym SMART refer to in the context of goal setting

What SMART goals could you apply to your target learning issue

Audio

None (Discussion Slide)

Slide 44

Slide 44

What goals seem to dominate early management principles

Do you see any commonalities between Fayolrsquos principles of management from 1911 and

those of Tom Peters in the 1990s

Are there any jobs today for which time and motion studies would make sense to do

Would any other skills need to be taught as well

What do early management principles leave out

How would you put some of the ideas of the 1990s into practice

What aspects of POLC would be most likely to change based on what you have learned

in this section

Audio

None (Discussion Slide)

Page 9 of 18

Slide 19

Controlling

Step 1 Establish Performance Standards

Step 2 Compare Performance Against Standards

Step 3 Take Corrective Action When Necessary

Audio

Out of all the functions of management controlling is the one that gets the bad rap I donrsquot want

you to think of controlling in a negative sense though Think of controlling as controls in an

airplane cockpit It helps the pilot determine where the plane is at which direction it is headed

and how to adjust the plane to make sure it gets to its proper destination Thatrsquos the sense we use

control when we talk about management

Slide 20

Slide 20

The P-O-L-C Framework

Planning

1 Vision amp Mission

2 Strategizing

3 Goals amp Objectives

Organizing

1 Organization Design

2 Culture

3 Social Networks

Leading

1 Leadership

2 Decision Making

3 Communications

4 GroupTeams

5 Motivation

Controlling

1 SystemsProcesses

2 Strategic Human Resources

Audio

As you review the components of the planning organizing leading and controlling framework

that we will be using you are actually looking at the chapter titles for most of the text book We

will take each one of these one by one

Slide 21

Slide 21

Page 10 of 18

What are the management functions that comprise the P-O-L-C framework

Are there any criticisms of this framework

What function does planning serve

What function doe organizing serve

What function does leading serve

What function does controlling serve

Audio

None (Discussion Slide)

Slide 22

Slide 22

Organizational Performance

Economic

Social

Environmental

Audio

In the past we have typically measured organizational performance for businesses in economic

terms in other words how much profit did we make In todayrsquos world there is increasing pressure

to include social and environmental factors in measuring organizational performance Not

everybody agrees on this or how much of that should be included So letrsquos take a look and

discuss some of the controversy surround social and environmental performance

Slide 23

Slide 23

The Importance of Economic Performance

Economic performance is very important to a firmrsquos stakeholders particularly its investors or

owners because this performance eventually provides them with a return on their investment

Audio

We hear a lot today about the amount money and profits that company make There is a lot of

discussion about how much profit is appropriate for a company to make for its shareholders

While there may be discussion about this I think everybody agrees that every business is in

place to make a profit If it doesnrsquot make a profit the company cannot survive All the members

of the organization will lose their job and society will do without the benefits of that company

So regardless of how we feel about profits in general we have to recognize that they are an

essential part of the business environment The question comes in how do we balance those with

the social and environmental factors that we also have to take into account

Slide 24

Page 11 of 18

Slide 24

The Triple Bottom Line

Economic

Revenue

Accounting Profit

Supply and Demand

Social

Humanitarian

Responsibility

Accountability

Environmental

ReuseRecycle

Sustainability

Going Green

Audio

Most companies today recognize that they have economic social and environmental

responsibilities In fact some companies focus on social and environmental aspects to help

improve their economic returns For example Ben and Jerryrsquos have long been known for their

humanitarian agenda and companies like Patagonia use environmental aspects to help improve

their image and to make their products more marketable Itrsquos possible however to spend too

much money on social and environmental aspects That reduces profits and reduces economic

returns to shareholders But we are also discovering that companies that spend nothing on social

and environmental responsibilities incur the wrath of the public and produce lower economic

returns So while we may vary in the amount of money and emphasis we put in each of these

areas some balance is required

Slide 25

Slide 25

Organizations can consider the interests of society and take responsibility for the impact of their

activities on customers suppliers employees shareholders communities and the environment

in all aspects of their operations END does this

Audio

All companies operate as part of a larger community As citizens of that community it can be

argued that we should be good neighbor But the idea of corporate social responsibility isnrsquot

without its critics Letrsquos take a look at some of the critic of CSR and then wersquoll look at some of

the ideas that support it

Slide 26

Slide 26

Page 12 of 18

Criticism of CSR

Detracts from the fundamental economic role of business

Just superficial window-dressing

Pre-empts the role of individuals charities and governments

Audio

There are a number of criticisms against corporate social responsibility The basic argument is

that itrsquos inefficient Companies giving away part of their profits have to raise their prices in order

to cover those donations This raises products and service prices to individual customers

Economists such as Freiburg say ldquoItrsquos a better idea to keep the prices low Individuals can take

the savings and they can donate those to their charitable organizations of their choice rather than

having businesses do that

Slide 27

Slide 27

Supporters of CSR

Increases ethical behavior of managers

Increases employee satisfaction and retention

Corporate giving is more efficient than government and more effective than individual charity

Audio

A number of people support the concept of corporate social responsibility Amongst their

arguments are that it increases the ethical behavior of managers by allowing them to focus on

people rather than just profits It is also said to increase employee satisfaction and retention And

in terms of efficiency they argue that corporate giving is more efficient than government giving

and itrsquos more effective than individual giving because of the amount of money that a corporation

can give compared with that of an individual

Slide 28

Slide 28

Why is financial performance important for organizations

What are some examples of financial performance metrics

What dimensions of performance beyond financial are included in the triple bottom line

How does corporate social responsibility (CSR) relate to the triple bottom line

How are financial performance and CSR related

Audio

None (Discussion Slide)

Slide 29

Slide 29

Page 13 of 18

Individual-Level Performance

Individuals are recruited selected and hired to take responsibility for fulfilling the job

description

In-Role Performance

Additional ldquoextrasrdquo that add value but which arenrsquot part of the formal job description

Organizational Citizenship Behaviors (OCBs)

Extra-Role Performance

Audio

I have a saying I use frequently ldquoYou donrsquot manage organizations you manage individualsrdquo In

todayrsquos business world maximizing human capital is more important than ever Organizations

that can inspire individuals to contribute beyond the required tasks have a much better chance to

grow and be successful

Slide 30

Slide 30

Organizational Citizenship Behaviors Helping Behavior

Altruism Interpersonal Helping Courtesy Peacemaking Cheerleading

Audio

Organization Citizenship Behaviors or OCBs are a sign that employees are committed and

engaged in their workplace Organizations that get these types of behaviors from employees are

typically much more profitable Such behaviors are much more likely if we use a contemporary

management model that we discussed earlier rather than the traditional model

Slide 31

Slide 31

Organizational Citizenship Behaviors

Sportsmanship

Organizational Compliance

Individual Initiative

Organizational Loyalty

Civic Virtue

Self Development

Audio

Interestingly enough but probably not all that surprising companies that regularly practice

corporate social responsibility are also more likely to get OCBs from their employees People

who go above and beyond expectations are attracted to work for companies that have similar

values

Page 14 of 18

Slide 32

Group-Level Performance

-Focuses on both the outcomes and process of collections of individuals or groups

-Individuals can work on their own agendas in the context of a group

Audio

Many companies have turned to the use of teams in order to improve performance Part of that

comes because of the success of the Japanese companies in the 70s and 80s The Japanese are

notorious for teams But Americans are much more individualistic than the Japanese people

Using teams here hasnrsquot proved nearly as successful Team use is not a panacea it wonrsquot cure all

of our problems But wersquoll take a look at teams in a later chapter

Slide 33

Slide 33

What is in-role performance

What is extra-role performance

What is the relationship between extra-role performance and organizational citizenship

behaviors

What differentiates a team from a group

When might it be important to understand the implications of individual performance for

group performance

Audio

None (Discussion Slide)

Slide 34

Early Management Principles Scientific Management

Henri Fayol

Fayolrsquos 14 Principles

Frederick Taylor

Scientific Management

Taylorism

Frank and Lillian Gilbreth

Motion Studies

Audio

When we think about the early history of management principles we have to recognize that large

businesses did not exist in significant numbers until the mid 1800s Prior to that most businesses

were family or individual operated But the industrial revolution made large businesses possible

The early theorist focused around efficiencies Henri Fayolrsquos 14 principles were about structure

and how to organize workers Frederick Taylor and the Gilbreths studies revolved around how to

make individual workers more productive The biggest complaint against these theorists was that

Page 15 of 18

it dehumanized the workers In fact many workers were afraid they would lose their jobs to

nothing but equipment and large machinery They didnrsquot like this As you watch the film clips

from Modern Times and from Office Space you can see that not much has really changed

about how we feel about being dehumanized

Slide 35

Slide 35

SpecializationDivision of Labor

AuthorityResponsibility

Discipline

Unity of Command

Unity of Direction

Subordination of Individual Interest

Remuneration

Centralization

Line of Authority

Order

Equity

Stability of Tenure

Initiative

Espirit de Corps

Audio

Fayol was one of the very first to study and write about management His list of 14 principles is

still considered the backbone of management responsibilities Our framework of plan organize

lead and control is derived from Fayolrsquos 14 principles

Slide 36

Early management Principles Human Relations Approach

Mary Parker Follett

Empowerment

Teams

Elton Mayo

Hawthorn Studies

Chester Barnard

Functions of the Executive

Leadership Principles

Audio

Eventually the scientific management approach started to give way to the human relations

approach We started to recognize that itrsquos people that do the work itrsquos not just the tasks

themselves Three early theorists in this area were Mary Parker Follet Elton Mayo and Chester

Page 16 of 18

Barnard Mary Parker Follet was an incredible woman who in the early 1900s wrote about things

like teams and empowerment She talked about managers having power with employees rather

than power over employees Elton Mayo didnrsquot actual conduct the Hawthorn Studies but he is

given credit for interpreting the studies and recognizing the importance of recognizing

individuals and people involved in production Chester Barnard wrote the book Functions of

the Executive Itrsquos an interesting book I highly recommend it He talked about leadership

principles and recognizing again the contributions of the individuals involved That these are not

machines but theyrsquore actual real live humans

Slide 37

Limitations of Early Theorists

Audio

We are often quick to criticize early management theories as being dehumanizing We have to

remember though that we live in a different world than they did Jobs have changed society has

changed technology has changed consequently theories of management needed to change as

well They did the best with what they could and Irsquom not so sure we have perfected it even

today

Slide 38

MANAGEMENT IDEAS OF THE 1990s

Peter Drucker

Tom Peters and Robert Waterman

Warren Bennis

Audio

Your text talks about some of the more recent management ideas that have started to appear

since the 80s and 90s As you read through these and review them I encourage you to note how

different they are from the early scientific management approaches Itrsquos a lot less about tasks and

a lot more about people

Slide 39

Slide 39

In Search Of Excellence

Managing Ambiguity and Paradox

A Bias for Action

Close to the Customer

Autonomy and Entrepreneurship

Productivity through People

Hands-On Value-Driven

Stick to the Knitting

Simple Form Lean Staff

Simultaneous Loose-Tight Properties

Page 17 of 18

Audio

There are a lot of books I am likely to recommend to you throughout the semester but I strongly

recommend this one It would be in my top three In Search of Excellence really did change the

way we think about workers You can get a copy of it fairly cheap on Amazon I am sure It

makes for very good reading

Slide 40

Peterrsquos Management Recommendations

Audio

Every time I see Petersrsquo management recommendations Irsquom reminded of what a student said in

class We were doing some comparisons between business organizations and a football team So

we were contrasting the various roles between the two organizations Somebody asked what role

on the football team would the CEO have Most people said he would be the head coach or hersquod

be the quarterback or something along that line But one of the students was shaking his head

and I asked him what he was thinking He said that really the CEO is more like the offensive

line Everybody giggled and looked at him strange He said ldquoNo really The CEO isnrsquot the most

talented person in the organization but hersquos the person in power The person who has the power

to get rid of the obstacles to let the really talented people do what they do bestrdquo I thought that

was pretty insightful and it certainly fits with Petersrsquo recommendations here

Slide 41

Slide 41

What is your learning style

1 How do you prefer to process information actively ndash through engagement in physical

activity or discussion or reflectively ndash through introspection

2 What type of information do you preferentially perceive sensory (external)-sights

sounds physical sensations or intuitive (internal)-possibilities insights hunches

3 Through which sensory channel is external information most effectively perceived

visual-pictures diagrams graphs demonstrations or verbal-words sounds

4 How o you progress toward understanding sequentially-in continual steps or globally-in

large jumps holistically

Audio

The last section in each of the unit will give you practical advice on how to improve your

management skills This one starts off by looking at learning styles and goal setting The learning

style material is for your own reflection here You wonrsquot be tested on this but I would encourage

you to look at these final sections of each chapter as a good opportunity to improve your ability

to be a good manager

Slide 42

SMART Goals

Page 18 of 18

Specific

Measurable

Attainable

Realistic

Timely

Audio

While I wonrsquot test you on the learning styles I will test you on the SMART goals This

material is actually very important Remember our discussion about planning Goal setting is an

important part of planning Managers often use these principles of SMART goals to help them

design good goals for the organization SMART goals should be specific measurable

attainable realistic and timely

Slide 43

Slide 43

What is your learning style

How does your style compare with your prior intuition

What target learning issue could you use to experiment with the gauge-discover-reflect

framework

What does the acronym SMART refer to in the context of goal setting

What SMART goals could you apply to your target learning issue

Audio

None (Discussion Slide)

Slide 44

Slide 44

What goals seem to dominate early management principles

Do you see any commonalities between Fayolrsquos principles of management from 1911 and

those of Tom Peters in the 1990s

Are there any jobs today for which time and motion studies would make sense to do

Would any other skills need to be taught as well

What do early management principles leave out

How would you put some of the ideas of the 1990s into practice

What aspects of POLC would be most likely to change based on what you have learned

in this section

Audio

None (Discussion Slide)

Page 10 of 18

What are the management functions that comprise the P-O-L-C framework

Are there any criticisms of this framework

What function does planning serve

What function doe organizing serve

What function does leading serve

What function does controlling serve

Audio

None (Discussion Slide)

Slide 22

Slide 22

Organizational Performance

Economic

Social

Environmental

Audio

In the past we have typically measured organizational performance for businesses in economic

terms in other words how much profit did we make In todayrsquos world there is increasing pressure

to include social and environmental factors in measuring organizational performance Not

everybody agrees on this or how much of that should be included So letrsquos take a look and

discuss some of the controversy surround social and environmental performance

Slide 23

Slide 23

The Importance of Economic Performance

Economic performance is very important to a firmrsquos stakeholders particularly its investors or

owners because this performance eventually provides them with a return on their investment

Audio

We hear a lot today about the amount money and profits that company make There is a lot of

discussion about how much profit is appropriate for a company to make for its shareholders

While there may be discussion about this I think everybody agrees that every business is in

place to make a profit If it doesnrsquot make a profit the company cannot survive All the members

of the organization will lose their job and society will do without the benefits of that company

So regardless of how we feel about profits in general we have to recognize that they are an

essential part of the business environment The question comes in how do we balance those with

the social and environmental factors that we also have to take into account

Slide 24

Page 11 of 18

Slide 24

The Triple Bottom Line

Economic

Revenue

Accounting Profit

Supply and Demand

Social

Humanitarian

Responsibility

Accountability

Environmental

ReuseRecycle

Sustainability

Going Green

Audio

Most companies today recognize that they have economic social and environmental

responsibilities In fact some companies focus on social and environmental aspects to help

improve their economic returns For example Ben and Jerryrsquos have long been known for their

humanitarian agenda and companies like Patagonia use environmental aspects to help improve

their image and to make their products more marketable Itrsquos possible however to spend too

much money on social and environmental aspects That reduces profits and reduces economic

returns to shareholders But we are also discovering that companies that spend nothing on social

and environmental responsibilities incur the wrath of the public and produce lower economic

returns So while we may vary in the amount of money and emphasis we put in each of these

areas some balance is required

Slide 25

Slide 25

Organizations can consider the interests of society and take responsibility for the impact of their

activities on customers suppliers employees shareholders communities and the environment

in all aspects of their operations END does this

Audio

All companies operate as part of a larger community As citizens of that community it can be

argued that we should be good neighbor But the idea of corporate social responsibility isnrsquot

without its critics Letrsquos take a look at some of the critic of CSR and then wersquoll look at some of

the ideas that support it

Slide 26

Slide 26

Page 12 of 18

Criticism of CSR

Detracts from the fundamental economic role of business

Just superficial window-dressing

Pre-empts the role of individuals charities and governments

Audio

There are a number of criticisms against corporate social responsibility The basic argument is

that itrsquos inefficient Companies giving away part of their profits have to raise their prices in order

to cover those donations This raises products and service prices to individual customers

Economists such as Freiburg say ldquoItrsquos a better idea to keep the prices low Individuals can take

the savings and they can donate those to their charitable organizations of their choice rather than

having businesses do that

Slide 27

Slide 27

Supporters of CSR

Increases ethical behavior of managers

Increases employee satisfaction and retention

Corporate giving is more efficient than government and more effective than individual charity

Audio

A number of people support the concept of corporate social responsibility Amongst their

arguments are that it increases the ethical behavior of managers by allowing them to focus on

people rather than just profits It is also said to increase employee satisfaction and retention And

in terms of efficiency they argue that corporate giving is more efficient than government giving

and itrsquos more effective than individual giving because of the amount of money that a corporation

can give compared with that of an individual

Slide 28

Slide 28

Why is financial performance important for organizations

What are some examples of financial performance metrics

What dimensions of performance beyond financial are included in the triple bottom line

How does corporate social responsibility (CSR) relate to the triple bottom line

How are financial performance and CSR related

Audio

None (Discussion Slide)

Slide 29

Slide 29

Page 13 of 18

Individual-Level Performance

Individuals are recruited selected and hired to take responsibility for fulfilling the job

description

In-Role Performance

Additional ldquoextrasrdquo that add value but which arenrsquot part of the formal job description

Organizational Citizenship Behaviors (OCBs)

Extra-Role Performance

Audio

I have a saying I use frequently ldquoYou donrsquot manage organizations you manage individualsrdquo In

todayrsquos business world maximizing human capital is more important than ever Organizations

that can inspire individuals to contribute beyond the required tasks have a much better chance to

grow and be successful

Slide 30

Slide 30

Organizational Citizenship Behaviors Helping Behavior

Altruism Interpersonal Helping Courtesy Peacemaking Cheerleading

Audio

Organization Citizenship Behaviors or OCBs are a sign that employees are committed and

engaged in their workplace Organizations that get these types of behaviors from employees are

typically much more profitable Such behaviors are much more likely if we use a contemporary

management model that we discussed earlier rather than the traditional model

Slide 31

Slide 31

Organizational Citizenship Behaviors

Sportsmanship

Organizational Compliance

Individual Initiative

Organizational Loyalty

Civic Virtue

Self Development

Audio

Interestingly enough but probably not all that surprising companies that regularly practice

corporate social responsibility are also more likely to get OCBs from their employees People

who go above and beyond expectations are attracted to work for companies that have similar

values

Page 14 of 18

Slide 32

Group-Level Performance

-Focuses on both the outcomes and process of collections of individuals or groups

-Individuals can work on their own agendas in the context of a group

Audio

Many companies have turned to the use of teams in order to improve performance Part of that

comes because of the success of the Japanese companies in the 70s and 80s The Japanese are

notorious for teams But Americans are much more individualistic than the Japanese people

Using teams here hasnrsquot proved nearly as successful Team use is not a panacea it wonrsquot cure all

of our problems But wersquoll take a look at teams in a later chapter

Slide 33

Slide 33

What is in-role performance

What is extra-role performance

What is the relationship between extra-role performance and organizational citizenship

behaviors

What differentiates a team from a group

When might it be important to understand the implications of individual performance for

group performance

Audio

None (Discussion Slide)

Slide 34

Early Management Principles Scientific Management

Henri Fayol

Fayolrsquos 14 Principles

Frederick Taylor

Scientific Management

Taylorism

Frank and Lillian Gilbreth

Motion Studies

Audio

When we think about the early history of management principles we have to recognize that large

businesses did not exist in significant numbers until the mid 1800s Prior to that most businesses

were family or individual operated But the industrial revolution made large businesses possible

The early theorist focused around efficiencies Henri Fayolrsquos 14 principles were about structure

and how to organize workers Frederick Taylor and the Gilbreths studies revolved around how to

make individual workers more productive The biggest complaint against these theorists was that

Page 15 of 18

it dehumanized the workers In fact many workers were afraid they would lose their jobs to

nothing but equipment and large machinery They didnrsquot like this As you watch the film clips

from Modern Times and from Office Space you can see that not much has really changed

about how we feel about being dehumanized

Slide 35

Slide 35

SpecializationDivision of Labor

AuthorityResponsibility

Discipline

Unity of Command

Unity of Direction

Subordination of Individual Interest

Remuneration

Centralization

Line of Authority

Order

Equity

Stability of Tenure

Initiative

Espirit de Corps

Audio

Fayol was one of the very first to study and write about management His list of 14 principles is

still considered the backbone of management responsibilities Our framework of plan organize

lead and control is derived from Fayolrsquos 14 principles

Slide 36

Early management Principles Human Relations Approach

Mary Parker Follett

Empowerment

Teams

Elton Mayo

Hawthorn Studies

Chester Barnard

Functions of the Executive

Leadership Principles

Audio

Eventually the scientific management approach started to give way to the human relations

approach We started to recognize that itrsquos people that do the work itrsquos not just the tasks

themselves Three early theorists in this area were Mary Parker Follet Elton Mayo and Chester

Page 16 of 18

Barnard Mary Parker Follet was an incredible woman who in the early 1900s wrote about things

like teams and empowerment She talked about managers having power with employees rather

than power over employees Elton Mayo didnrsquot actual conduct the Hawthorn Studies but he is

given credit for interpreting the studies and recognizing the importance of recognizing

individuals and people involved in production Chester Barnard wrote the book Functions of

the Executive Itrsquos an interesting book I highly recommend it He talked about leadership

principles and recognizing again the contributions of the individuals involved That these are not

machines but theyrsquore actual real live humans

Slide 37

Limitations of Early Theorists

Audio

We are often quick to criticize early management theories as being dehumanizing We have to

remember though that we live in a different world than they did Jobs have changed society has

changed technology has changed consequently theories of management needed to change as

well They did the best with what they could and Irsquom not so sure we have perfected it even

today

Slide 38

MANAGEMENT IDEAS OF THE 1990s

Peter Drucker

Tom Peters and Robert Waterman

Warren Bennis

Audio

Your text talks about some of the more recent management ideas that have started to appear

since the 80s and 90s As you read through these and review them I encourage you to note how

different they are from the early scientific management approaches Itrsquos a lot less about tasks and

a lot more about people

Slide 39

Slide 39

In Search Of Excellence

Managing Ambiguity and Paradox

A Bias for Action

Close to the Customer

Autonomy and Entrepreneurship

Productivity through People

Hands-On Value-Driven

Stick to the Knitting

Simple Form Lean Staff

Simultaneous Loose-Tight Properties

Page 17 of 18

Audio

There are a lot of books I am likely to recommend to you throughout the semester but I strongly

recommend this one It would be in my top three In Search of Excellence really did change the

way we think about workers You can get a copy of it fairly cheap on Amazon I am sure It

makes for very good reading

Slide 40

Peterrsquos Management Recommendations

Audio

Every time I see Petersrsquo management recommendations Irsquom reminded of what a student said in

class We were doing some comparisons between business organizations and a football team So

we were contrasting the various roles between the two organizations Somebody asked what role

on the football team would the CEO have Most people said he would be the head coach or hersquod

be the quarterback or something along that line But one of the students was shaking his head

and I asked him what he was thinking He said that really the CEO is more like the offensive

line Everybody giggled and looked at him strange He said ldquoNo really The CEO isnrsquot the most

talented person in the organization but hersquos the person in power The person who has the power

to get rid of the obstacles to let the really talented people do what they do bestrdquo I thought that

was pretty insightful and it certainly fits with Petersrsquo recommendations here

Slide 41

Slide 41

What is your learning style

1 How do you prefer to process information actively ndash through engagement in physical

activity or discussion or reflectively ndash through introspection

2 What type of information do you preferentially perceive sensory (external)-sights

sounds physical sensations or intuitive (internal)-possibilities insights hunches

3 Through which sensory channel is external information most effectively perceived

visual-pictures diagrams graphs demonstrations or verbal-words sounds

4 How o you progress toward understanding sequentially-in continual steps or globally-in

large jumps holistically

Audio

The last section in each of the unit will give you practical advice on how to improve your

management skills This one starts off by looking at learning styles and goal setting The learning

style material is for your own reflection here You wonrsquot be tested on this but I would encourage

you to look at these final sections of each chapter as a good opportunity to improve your ability

to be a good manager

Slide 42

SMART Goals

Page 18 of 18

Specific

Measurable

Attainable

Realistic

Timely

Audio

While I wonrsquot test you on the learning styles I will test you on the SMART goals This

material is actually very important Remember our discussion about planning Goal setting is an

important part of planning Managers often use these principles of SMART goals to help them

design good goals for the organization SMART goals should be specific measurable

attainable realistic and timely

Slide 43

Slide 43

What is your learning style

How does your style compare with your prior intuition

What target learning issue could you use to experiment with the gauge-discover-reflect

framework

What does the acronym SMART refer to in the context of goal setting

What SMART goals could you apply to your target learning issue

Audio

None (Discussion Slide)

Slide 44

Slide 44

What goals seem to dominate early management principles

Do you see any commonalities between Fayolrsquos principles of management from 1911 and

those of Tom Peters in the 1990s

Are there any jobs today for which time and motion studies would make sense to do

Would any other skills need to be taught as well

What do early management principles leave out

How would you put some of the ideas of the 1990s into practice

What aspects of POLC would be most likely to change based on what you have learned

in this section

Audio

None (Discussion Slide)

Page 11 of 18

Slide 24

The Triple Bottom Line

Economic

Revenue

Accounting Profit

Supply and Demand

Social

Humanitarian

Responsibility

Accountability

Environmental

ReuseRecycle

Sustainability

Going Green

Audio

Most companies today recognize that they have economic social and environmental

responsibilities In fact some companies focus on social and environmental aspects to help

improve their economic returns For example Ben and Jerryrsquos have long been known for their

humanitarian agenda and companies like Patagonia use environmental aspects to help improve

their image and to make their products more marketable Itrsquos possible however to spend too

much money on social and environmental aspects That reduces profits and reduces economic

returns to shareholders But we are also discovering that companies that spend nothing on social

and environmental responsibilities incur the wrath of the public and produce lower economic

returns So while we may vary in the amount of money and emphasis we put in each of these

areas some balance is required

Slide 25

Slide 25

Organizations can consider the interests of society and take responsibility for the impact of their

activities on customers suppliers employees shareholders communities and the environment

in all aspects of their operations END does this

Audio

All companies operate as part of a larger community As citizens of that community it can be

argued that we should be good neighbor But the idea of corporate social responsibility isnrsquot

without its critics Letrsquos take a look at some of the critic of CSR and then wersquoll look at some of

the ideas that support it

Slide 26

Slide 26

Page 12 of 18

Criticism of CSR

Detracts from the fundamental economic role of business

Just superficial window-dressing

Pre-empts the role of individuals charities and governments

Audio

There are a number of criticisms against corporate social responsibility The basic argument is

that itrsquos inefficient Companies giving away part of their profits have to raise their prices in order

to cover those donations This raises products and service prices to individual customers

Economists such as Freiburg say ldquoItrsquos a better idea to keep the prices low Individuals can take

the savings and they can donate those to their charitable organizations of their choice rather than

having businesses do that

Slide 27

Slide 27

Supporters of CSR

Increases ethical behavior of managers

Increases employee satisfaction and retention

Corporate giving is more efficient than government and more effective than individual charity

Audio

A number of people support the concept of corporate social responsibility Amongst their

arguments are that it increases the ethical behavior of managers by allowing them to focus on

people rather than just profits It is also said to increase employee satisfaction and retention And

in terms of efficiency they argue that corporate giving is more efficient than government giving

and itrsquos more effective than individual giving because of the amount of money that a corporation

can give compared with that of an individual

Slide 28

Slide 28

Why is financial performance important for organizations

What are some examples of financial performance metrics

What dimensions of performance beyond financial are included in the triple bottom line

How does corporate social responsibility (CSR) relate to the triple bottom line

How are financial performance and CSR related

Audio

None (Discussion Slide)

Slide 29

Slide 29

Page 13 of 18

Individual-Level Performance

Individuals are recruited selected and hired to take responsibility for fulfilling the job

description

In-Role Performance

Additional ldquoextrasrdquo that add value but which arenrsquot part of the formal job description

Organizational Citizenship Behaviors (OCBs)

Extra-Role Performance

Audio

I have a saying I use frequently ldquoYou donrsquot manage organizations you manage individualsrdquo In

todayrsquos business world maximizing human capital is more important than ever Organizations

that can inspire individuals to contribute beyond the required tasks have a much better chance to

grow and be successful

Slide 30

Slide 30

Organizational Citizenship Behaviors Helping Behavior

Altruism Interpersonal Helping Courtesy Peacemaking Cheerleading

Audio

Organization Citizenship Behaviors or OCBs are a sign that employees are committed and

engaged in their workplace Organizations that get these types of behaviors from employees are

typically much more profitable Such behaviors are much more likely if we use a contemporary

management model that we discussed earlier rather than the traditional model

Slide 31

Slide 31

Organizational Citizenship Behaviors

Sportsmanship

Organizational Compliance

Individual Initiative

Organizational Loyalty

Civic Virtue

Self Development

Audio

Interestingly enough but probably not all that surprising companies that regularly practice

corporate social responsibility are also more likely to get OCBs from their employees People

who go above and beyond expectations are attracted to work for companies that have similar

values

Page 14 of 18

Slide 32

Group-Level Performance

-Focuses on both the outcomes and process of collections of individuals or groups

-Individuals can work on their own agendas in the context of a group

Audio

Many companies have turned to the use of teams in order to improve performance Part of that

comes because of the success of the Japanese companies in the 70s and 80s The Japanese are

notorious for teams But Americans are much more individualistic than the Japanese people

Using teams here hasnrsquot proved nearly as successful Team use is not a panacea it wonrsquot cure all

of our problems But wersquoll take a look at teams in a later chapter

Slide 33

Slide 33

What is in-role performance

What is extra-role performance

What is the relationship between extra-role performance and organizational citizenship

behaviors

What differentiates a team from a group

When might it be important to understand the implications of individual performance for

group performance

Audio

None (Discussion Slide)

Slide 34

Early Management Principles Scientific Management

Henri Fayol

Fayolrsquos 14 Principles

Frederick Taylor

Scientific Management

Taylorism

Frank and Lillian Gilbreth

Motion Studies

Audio

When we think about the early history of management principles we have to recognize that large

businesses did not exist in significant numbers until the mid 1800s Prior to that most businesses

were family or individual operated But the industrial revolution made large businesses possible

The early theorist focused around efficiencies Henri Fayolrsquos 14 principles were about structure

and how to organize workers Frederick Taylor and the Gilbreths studies revolved around how to

make individual workers more productive The biggest complaint against these theorists was that

Page 15 of 18

it dehumanized the workers In fact many workers were afraid they would lose their jobs to

nothing but equipment and large machinery They didnrsquot like this As you watch the film clips

from Modern Times and from Office Space you can see that not much has really changed

about how we feel about being dehumanized

Slide 35

Slide 35

SpecializationDivision of Labor

AuthorityResponsibility

Discipline

Unity of Command

Unity of Direction

Subordination of Individual Interest

Remuneration

Centralization

Line of Authority

Order

Equity

Stability of Tenure

Initiative

Espirit de Corps

Audio

Fayol was one of the very first to study and write about management His list of 14 principles is

still considered the backbone of management responsibilities Our framework of plan organize

lead and control is derived from Fayolrsquos 14 principles

Slide 36

Early management Principles Human Relations Approach

Mary Parker Follett

Empowerment

Teams

Elton Mayo

Hawthorn Studies

Chester Barnard

Functions of the Executive

Leadership Principles

Audio

Eventually the scientific management approach started to give way to the human relations

approach We started to recognize that itrsquos people that do the work itrsquos not just the tasks

themselves Three early theorists in this area were Mary Parker Follet Elton Mayo and Chester

Page 16 of 18

Barnard Mary Parker Follet was an incredible woman who in the early 1900s wrote about things

like teams and empowerment She talked about managers having power with employees rather

than power over employees Elton Mayo didnrsquot actual conduct the Hawthorn Studies but he is

given credit for interpreting the studies and recognizing the importance of recognizing

individuals and people involved in production Chester Barnard wrote the book Functions of

the Executive Itrsquos an interesting book I highly recommend it He talked about leadership

principles and recognizing again the contributions of the individuals involved That these are not

machines but theyrsquore actual real live humans

Slide 37

Limitations of Early Theorists

Audio

We are often quick to criticize early management theories as being dehumanizing We have to

remember though that we live in a different world than they did Jobs have changed society has

changed technology has changed consequently theories of management needed to change as

well They did the best with what they could and Irsquom not so sure we have perfected it even

today

Slide 38

MANAGEMENT IDEAS OF THE 1990s

Peter Drucker

Tom Peters and Robert Waterman

Warren Bennis

Audio

Your text talks about some of the more recent management ideas that have started to appear

since the 80s and 90s As you read through these and review them I encourage you to note how

different they are from the early scientific management approaches Itrsquos a lot less about tasks and

a lot more about people

Slide 39

Slide 39

In Search Of Excellence

Managing Ambiguity and Paradox

A Bias for Action

Close to the Customer

Autonomy and Entrepreneurship

Productivity through People

Hands-On Value-Driven

Stick to the Knitting

Simple Form Lean Staff

Simultaneous Loose-Tight Properties

Page 17 of 18

Audio

There are a lot of books I am likely to recommend to you throughout the semester but I strongly

recommend this one It would be in my top three In Search of Excellence really did change the

way we think about workers You can get a copy of it fairly cheap on Amazon I am sure It

makes for very good reading

Slide 40

Peterrsquos Management Recommendations

Audio

Every time I see Petersrsquo management recommendations Irsquom reminded of what a student said in

class We were doing some comparisons between business organizations and a football team So

we were contrasting the various roles between the two organizations Somebody asked what role

on the football team would the CEO have Most people said he would be the head coach or hersquod

be the quarterback or something along that line But one of the students was shaking his head

and I asked him what he was thinking He said that really the CEO is more like the offensive

line Everybody giggled and looked at him strange He said ldquoNo really The CEO isnrsquot the most

talented person in the organization but hersquos the person in power The person who has the power

to get rid of the obstacles to let the really talented people do what they do bestrdquo I thought that

was pretty insightful and it certainly fits with Petersrsquo recommendations here

Slide 41

Slide 41

What is your learning style

1 How do you prefer to process information actively ndash through engagement in physical

activity or discussion or reflectively ndash through introspection

2 What type of information do you preferentially perceive sensory (external)-sights

sounds physical sensations or intuitive (internal)-possibilities insights hunches

3 Through which sensory channel is external information most effectively perceived

visual-pictures diagrams graphs demonstrations or verbal-words sounds

4 How o you progress toward understanding sequentially-in continual steps or globally-in

large jumps holistically

Audio

The last section in each of the unit will give you practical advice on how to improve your

management skills This one starts off by looking at learning styles and goal setting The learning

style material is for your own reflection here You wonrsquot be tested on this but I would encourage

you to look at these final sections of each chapter as a good opportunity to improve your ability

to be a good manager

Slide 42

SMART Goals

Page 18 of 18

Specific

Measurable

Attainable

Realistic

Timely

Audio

While I wonrsquot test you on the learning styles I will test you on the SMART goals This

material is actually very important Remember our discussion about planning Goal setting is an

important part of planning Managers often use these principles of SMART goals to help them

design good goals for the organization SMART goals should be specific measurable

attainable realistic and timely

Slide 43

Slide 43

What is your learning style

How does your style compare with your prior intuition

What target learning issue could you use to experiment with the gauge-discover-reflect

framework

What does the acronym SMART refer to in the context of goal setting

What SMART goals could you apply to your target learning issue

Audio

None (Discussion Slide)

Slide 44

Slide 44

What goals seem to dominate early management principles

Do you see any commonalities between Fayolrsquos principles of management from 1911 and

those of Tom Peters in the 1990s

Are there any jobs today for which time and motion studies would make sense to do

Would any other skills need to be taught as well

What do early management principles leave out

How would you put some of the ideas of the 1990s into practice

What aspects of POLC would be most likely to change based on what you have learned

in this section

Audio

None (Discussion Slide)

Page 12 of 18

Criticism of CSR

Detracts from the fundamental economic role of business

Just superficial window-dressing

Pre-empts the role of individuals charities and governments

Audio

There are a number of criticisms against corporate social responsibility The basic argument is

that itrsquos inefficient Companies giving away part of their profits have to raise their prices in order

to cover those donations This raises products and service prices to individual customers

Economists such as Freiburg say ldquoItrsquos a better idea to keep the prices low Individuals can take

the savings and they can donate those to their charitable organizations of their choice rather than

having businesses do that

Slide 27

Slide 27

Supporters of CSR

Increases ethical behavior of managers

Increases employee satisfaction and retention

Corporate giving is more efficient than government and more effective than individual charity

Audio

A number of people support the concept of corporate social responsibility Amongst their

arguments are that it increases the ethical behavior of managers by allowing them to focus on

people rather than just profits It is also said to increase employee satisfaction and retention And

in terms of efficiency they argue that corporate giving is more efficient than government giving

and itrsquos more effective than individual giving because of the amount of money that a corporation

can give compared with that of an individual

Slide 28

Slide 28

Why is financial performance important for organizations

What are some examples of financial performance metrics

What dimensions of performance beyond financial are included in the triple bottom line

How does corporate social responsibility (CSR) relate to the triple bottom line

How are financial performance and CSR related

Audio

None (Discussion Slide)

Slide 29

Slide 29

Page 13 of 18

Individual-Level Performance

Individuals are recruited selected and hired to take responsibility for fulfilling the job

description

In-Role Performance

Additional ldquoextrasrdquo that add value but which arenrsquot part of the formal job description

Organizational Citizenship Behaviors (OCBs)

Extra-Role Performance

Audio

I have a saying I use frequently ldquoYou donrsquot manage organizations you manage individualsrdquo In

todayrsquos business world maximizing human capital is more important than ever Organizations

that can inspire individuals to contribute beyond the required tasks have a much better chance to

grow and be successful

Slide 30

Slide 30

Organizational Citizenship Behaviors Helping Behavior

Altruism Interpersonal Helping Courtesy Peacemaking Cheerleading

Audio

Organization Citizenship Behaviors or OCBs are a sign that employees are committed and

engaged in their workplace Organizations that get these types of behaviors from employees are

typically much more profitable Such behaviors are much more likely if we use a contemporary

management model that we discussed earlier rather than the traditional model

Slide 31

Slide 31

Organizational Citizenship Behaviors

Sportsmanship

Organizational Compliance

Individual Initiative

Organizational Loyalty

Civic Virtue

Self Development

Audio

Interestingly enough but probably not all that surprising companies that regularly practice

corporate social responsibility are also more likely to get OCBs from their employees People

who go above and beyond expectations are attracted to work for companies that have similar

values

Page 14 of 18

Slide 32

Group-Level Performance

-Focuses on both the outcomes and process of collections of individuals or groups

-Individuals can work on their own agendas in the context of a group

Audio

Many companies have turned to the use of teams in order to improve performance Part of that

comes because of the success of the Japanese companies in the 70s and 80s The Japanese are

notorious for teams But Americans are much more individualistic than the Japanese people

Using teams here hasnrsquot proved nearly as successful Team use is not a panacea it wonrsquot cure all

of our problems But wersquoll take a look at teams in a later chapter

Slide 33

Slide 33

What is in-role performance

What is extra-role performance

What is the relationship between extra-role performance and organizational citizenship

behaviors

What differentiates a team from a group

When might it be important to understand the implications of individual performance for

group performance

Audio

None (Discussion Slide)

Slide 34

Early Management Principles Scientific Management

Henri Fayol

Fayolrsquos 14 Principles

Frederick Taylor

Scientific Management

Taylorism

Frank and Lillian Gilbreth

Motion Studies

Audio

When we think about the early history of management principles we have to recognize that large

businesses did not exist in significant numbers until the mid 1800s Prior to that most businesses

were family or individual operated But the industrial revolution made large businesses possible

The early theorist focused around efficiencies Henri Fayolrsquos 14 principles were about structure

and how to organize workers Frederick Taylor and the Gilbreths studies revolved around how to

make individual workers more productive The biggest complaint against these theorists was that

Page 15 of 18

it dehumanized the workers In fact many workers were afraid they would lose their jobs to

nothing but equipment and large machinery They didnrsquot like this As you watch the film clips

from Modern Times and from Office Space you can see that not much has really changed

about how we feel about being dehumanized

Slide 35

Slide 35

SpecializationDivision of Labor

AuthorityResponsibility

Discipline

Unity of Command

Unity of Direction

Subordination of Individual Interest

Remuneration

Centralization

Line of Authority

Order

Equity

Stability of Tenure

Initiative

Espirit de Corps

Audio

Fayol was one of the very first to study and write about management His list of 14 principles is

still considered the backbone of management responsibilities Our framework of plan organize

lead and control is derived from Fayolrsquos 14 principles

Slide 36

Early management Principles Human Relations Approach

Mary Parker Follett

Empowerment

Teams

Elton Mayo

Hawthorn Studies

Chester Barnard

Functions of the Executive

Leadership Principles

Audio

Eventually the scientific management approach started to give way to the human relations

approach We started to recognize that itrsquos people that do the work itrsquos not just the tasks

themselves Three early theorists in this area were Mary Parker Follet Elton Mayo and Chester

Page 16 of 18

Barnard Mary Parker Follet was an incredible woman who in the early 1900s wrote about things

like teams and empowerment She talked about managers having power with employees rather

than power over employees Elton Mayo didnrsquot actual conduct the Hawthorn Studies but he is

given credit for interpreting the studies and recognizing the importance of recognizing

individuals and people involved in production Chester Barnard wrote the book Functions of

the Executive Itrsquos an interesting book I highly recommend it He talked about leadership

principles and recognizing again the contributions of the individuals involved That these are not

machines but theyrsquore actual real live humans

Slide 37

Limitations of Early Theorists

Audio

We are often quick to criticize early management theories as being dehumanizing We have to

remember though that we live in a different world than they did Jobs have changed society has

changed technology has changed consequently theories of management needed to change as

well They did the best with what they could and Irsquom not so sure we have perfected it even

today

Slide 38

MANAGEMENT IDEAS OF THE 1990s

Peter Drucker

Tom Peters and Robert Waterman

Warren Bennis

Audio

Your text talks about some of the more recent management ideas that have started to appear

since the 80s and 90s As you read through these and review them I encourage you to note how

different they are from the early scientific management approaches Itrsquos a lot less about tasks and

a lot more about people

Slide 39

Slide 39

In Search Of Excellence

Managing Ambiguity and Paradox

A Bias for Action

Close to the Customer

Autonomy and Entrepreneurship

Productivity through People

Hands-On Value-Driven

Stick to the Knitting

Simple Form Lean Staff

Simultaneous Loose-Tight Properties

Page 17 of 18

Audio

There are a lot of books I am likely to recommend to you throughout the semester but I strongly

recommend this one It would be in my top three In Search of Excellence really did change the

way we think about workers You can get a copy of it fairly cheap on Amazon I am sure It

makes for very good reading

Slide 40

Peterrsquos Management Recommendations

Audio

Every time I see Petersrsquo management recommendations Irsquom reminded of what a student said in

class We were doing some comparisons between business organizations and a football team So

we were contrasting the various roles between the two organizations Somebody asked what role

on the football team would the CEO have Most people said he would be the head coach or hersquod

be the quarterback or something along that line But one of the students was shaking his head

and I asked him what he was thinking He said that really the CEO is more like the offensive

line Everybody giggled and looked at him strange He said ldquoNo really The CEO isnrsquot the most

talented person in the organization but hersquos the person in power The person who has the power

to get rid of the obstacles to let the really talented people do what they do bestrdquo I thought that

was pretty insightful and it certainly fits with Petersrsquo recommendations here

Slide 41

Slide 41

What is your learning style

1 How do you prefer to process information actively ndash through engagement in physical

activity or discussion or reflectively ndash through introspection

2 What type of information do you preferentially perceive sensory (external)-sights

sounds physical sensations or intuitive (internal)-possibilities insights hunches

3 Through which sensory channel is external information most effectively perceived

visual-pictures diagrams graphs demonstrations or verbal-words sounds

4 How o you progress toward understanding sequentially-in continual steps or globally-in

large jumps holistically

Audio

The last section in each of the unit will give you practical advice on how to improve your

management skills This one starts off by looking at learning styles and goal setting The learning

style material is for your own reflection here You wonrsquot be tested on this but I would encourage

you to look at these final sections of each chapter as a good opportunity to improve your ability

to be a good manager

Slide 42

SMART Goals

Page 18 of 18

Specific

Measurable

Attainable

Realistic

Timely

Audio

While I wonrsquot test you on the learning styles I will test you on the SMART goals This

material is actually very important Remember our discussion about planning Goal setting is an

important part of planning Managers often use these principles of SMART goals to help them

design good goals for the organization SMART goals should be specific measurable

attainable realistic and timely

Slide 43

Slide 43

What is your learning style

How does your style compare with your prior intuition

What target learning issue could you use to experiment with the gauge-discover-reflect

framework

What does the acronym SMART refer to in the context of goal setting

What SMART goals could you apply to your target learning issue

Audio

None (Discussion Slide)

Slide 44

Slide 44

What goals seem to dominate early management principles

Do you see any commonalities between Fayolrsquos principles of management from 1911 and

those of Tom Peters in the 1990s

Are there any jobs today for which time and motion studies would make sense to do

Would any other skills need to be taught as well

What do early management principles leave out

How would you put some of the ideas of the 1990s into practice

What aspects of POLC would be most likely to change based on what you have learned

in this section

Audio

None (Discussion Slide)

Page 13 of 18

Individual-Level Performance

Individuals are recruited selected and hired to take responsibility for fulfilling the job

description

In-Role Performance

Additional ldquoextrasrdquo that add value but which arenrsquot part of the formal job description

Organizational Citizenship Behaviors (OCBs)

Extra-Role Performance

Audio

I have a saying I use frequently ldquoYou donrsquot manage organizations you manage individualsrdquo In

todayrsquos business world maximizing human capital is more important than ever Organizations

that can inspire individuals to contribute beyond the required tasks have a much better chance to

grow and be successful

Slide 30

Slide 30

Organizational Citizenship Behaviors Helping Behavior

Altruism Interpersonal Helping Courtesy Peacemaking Cheerleading

Audio

Organization Citizenship Behaviors or OCBs are a sign that employees are committed and

engaged in their workplace Organizations that get these types of behaviors from employees are

typically much more profitable Such behaviors are much more likely if we use a contemporary

management model that we discussed earlier rather than the traditional model

Slide 31

Slide 31

Organizational Citizenship Behaviors

Sportsmanship

Organizational Compliance

Individual Initiative

Organizational Loyalty

Civic Virtue

Self Development

Audio

Interestingly enough but probably not all that surprising companies that regularly practice

corporate social responsibility are also more likely to get OCBs from their employees People

who go above and beyond expectations are attracted to work for companies that have similar

values

Page 14 of 18

Slide 32

Group-Level Performance

-Focuses on both the outcomes and process of collections of individuals or groups

-Individuals can work on their own agendas in the context of a group

Audio

Many companies have turned to the use of teams in order to improve performance Part of that

comes because of the success of the Japanese companies in the 70s and 80s The Japanese are

notorious for teams But Americans are much more individualistic than the Japanese people

Using teams here hasnrsquot proved nearly as successful Team use is not a panacea it wonrsquot cure all

of our problems But wersquoll take a look at teams in a later chapter

Slide 33

Slide 33

What is in-role performance

What is extra-role performance

What is the relationship between extra-role performance and organizational citizenship

behaviors

What differentiates a team from a group

When might it be important to understand the implications of individual performance for

group performance

Audio

None (Discussion Slide)

Slide 34

Early Management Principles Scientific Management

Henri Fayol

Fayolrsquos 14 Principles

Frederick Taylor

Scientific Management

Taylorism

Frank and Lillian Gilbreth

Motion Studies

Audio

When we think about the early history of management principles we have to recognize that large

businesses did not exist in significant numbers until the mid 1800s Prior to that most businesses

were family or individual operated But the industrial revolution made large businesses possible

The early theorist focused around efficiencies Henri Fayolrsquos 14 principles were about structure

and how to organize workers Frederick Taylor and the Gilbreths studies revolved around how to

make individual workers more productive The biggest complaint against these theorists was that

Page 15 of 18

it dehumanized the workers In fact many workers were afraid they would lose their jobs to

nothing but equipment and large machinery They didnrsquot like this As you watch the film clips

from Modern Times and from Office Space you can see that not much has really changed

about how we feel about being dehumanized

Slide 35

Slide 35

SpecializationDivision of Labor

AuthorityResponsibility

Discipline

Unity of Command

Unity of Direction

Subordination of Individual Interest

Remuneration

Centralization

Line of Authority

Order

Equity

Stability of Tenure

Initiative

Espirit de Corps

Audio

Fayol was one of the very first to study and write about management His list of 14 principles is

still considered the backbone of management responsibilities Our framework of plan organize

lead and control is derived from Fayolrsquos 14 principles

Slide 36

Early management Principles Human Relations Approach

Mary Parker Follett

Empowerment

Teams

Elton Mayo

Hawthorn Studies

Chester Barnard

Functions of the Executive

Leadership Principles

Audio

Eventually the scientific management approach started to give way to the human relations

approach We started to recognize that itrsquos people that do the work itrsquos not just the tasks

themselves Three early theorists in this area were Mary Parker Follet Elton Mayo and Chester

Page 16 of 18

Barnard Mary Parker Follet was an incredible woman who in the early 1900s wrote about things

like teams and empowerment She talked about managers having power with employees rather

than power over employees Elton Mayo didnrsquot actual conduct the Hawthorn Studies but he is

given credit for interpreting the studies and recognizing the importance of recognizing

individuals and people involved in production Chester Barnard wrote the book Functions of

the Executive Itrsquos an interesting book I highly recommend it He talked about leadership

principles and recognizing again the contributions of the individuals involved That these are not

machines but theyrsquore actual real live humans

Slide 37

Limitations of Early Theorists

Audio

We are often quick to criticize early management theories as being dehumanizing We have to

remember though that we live in a different world than they did Jobs have changed society has

changed technology has changed consequently theories of management needed to change as

well They did the best with what they could and Irsquom not so sure we have perfected it even

today

Slide 38

MANAGEMENT IDEAS OF THE 1990s

Peter Drucker

Tom Peters and Robert Waterman

Warren Bennis

Audio

Your text talks about some of the more recent management ideas that have started to appear

since the 80s and 90s As you read through these and review them I encourage you to note how

different they are from the early scientific management approaches Itrsquos a lot less about tasks and

a lot more about people

Slide 39

Slide 39

In Search Of Excellence

Managing Ambiguity and Paradox

A Bias for Action

Close to the Customer

Autonomy and Entrepreneurship

Productivity through People

Hands-On Value-Driven

Stick to the Knitting

Simple Form Lean Staff

Simultaneous Loose-Tight Properties

Page 17 of 18

Audio

There are a lot of books I am likely to recommend to you throughout the semester but I strongly

recommend this one It would be in my top three In Search of Excellence really did change the

way we think about workers You can get a copy of it fairly cheap on Amazon I am sure It

makes for very good reading

Slide 40

Peterrsquos Management Recommendations

Audio

Every time I see Petersrsquo management recommendations Irsquom reminded of what a student said in

class We were doing some comparisons between business organizations and a football team So

we were contrasting the various roles between the two organizations Somebody asked what role

on the football team would the CEO have Most people said he would be the head coach or hersquod

be the quarterback or something along that line But one of the students was shaking his head

and I asked him what he was thinking He said that really the CEO is more like the offensive

line Everybody giggled and looked at him strange He said ldquoNo really The CEO isnrsquot the most

talented person in the organization but hersquos the person in power The person who has the power

to get rid of the obstacles to let the really talented people do what they do bestrdquo I thought that

was pretty insightful and it certainly fits with Petersrsquo recommendations here

Slide 41

Slide 41

What is your learning style

1 How do you prefer to process information actively ndash through engagement in physical

activity or discussion or reflectively ndash through introspection

2 What type of information do you preferentially perceive sensory (external)-sights

sounds physical sensations or intuitive (internal)-possibilities insights hunches

3 Through which sensory channel is external information most effectively perceived

visual-pictures diagrams graphs demonstrations or verbal-words sounds

4 How o you progress toward understanding sequentially-in continual steps or globally-in

large jumps holistically

Audio

The last section in each of the unit will give you practical advice on how to improve your

management skills This one starts off by looking at learning styles and goal setting The learning

style material is for your own reflection here You wonrsquot be tested on this but I would encourage

you to look at these final sections of each chapter as a good opportunity to improve your ability

to be a good manager

Slide 42

SMART Goals

Page 18 of 18

Specific

Measurable

Attainable

Realistic

Timely

Audio

While I wonrsquot test you on the learning styles I will test you on the SMART goals This

material is actually very important Remember our discussion about planning Goal setting is an

important part of planning Managers often use these principles of SMART goals to help them

design good goals for the organization SMART goals should be specific measurable

attainable realistic and timely

Slide 43

Slide 43

What is your learning style

How does your style compare with your prior intuition

What target learning issue could you use to experiment with the gauge-discover-reflect

framework

What does the acronym SMART refer to in the context of goal setting

What SMART goals could you apply to your target learning issue

Audio

None (Discussion Slide)

Slide 44

Slide 44

What goals seem to dominate early management principles

Do you see any commonalities between Fayolrsquos principles of management from 1911 and

those of Tom Peters in the 1990s

Are there any jobs today for which time and motion studies would make sense to do

Would any other skills need to be taught as well

What do early management principles leave out

How would you put some of the ideas of the 1990s into practice

What aspects of POLC would be most likely to change based on what you have learned

in this section

Audio

None (Discussion Slide)

Page 14 of 18

Slide 32

Group-Level Performance

-Focuses on both the outcomes and process of collections of individuals or groups

-Individuals can work on their own agendas in the context of a group

Audio

Many companies have turned to the use of teams in order to improve performance Part of that

comes because of the success of the Japanese companies in the 70s and 80s The Japanese are

notorious for teams But Americans are much more individualistic than the Japanese people

Using teams here hasnrsquot proved nearly as successful Team use is not a panacea it wonrsquot cure all

of our problems But wersquoll take a look at teams in a later chapter

Slide 33

Slide 33

What is in-role performance

What is extra-role performance

What is the relationship between extra-role performance and organizational citizenship

behaviors

What differentiates a team from a group

When might it be important to understand the implications of individual performance for

group performance

Audio

None (Discussion Slide)

Slide 34

Early Management Principles Scientific Management

Henri Fayol

Fayolrsquos 14 Principles

Frederick Taylor

Scientific Management

Taylorism

Frank and Lillian Gilbreth

Motion Studies

Audio

When we think about the early history of management principles we have to recognize that large

businesses did not exist in significant numbers until the mid 1800s Prior to that most businesses

were family or individual operated But the industrial revolution made large businesses possible

The early theorist focused around efficiencies Henri Fayolrsquos 14 principles were about structure

and how to organize workers Frederick Taylor and the Gilbreths studies revolved around how to

make individual workers more productive The biggest complaint against these theorists was that

Page 15 of 18

it dehumanized the workers In fact many workers were afraid they would lose their jobs to

nothing but equipment and large machinery They didnrsquot like this As you watch the film clips

from Modern Times and from Office Space you can see that not much has really changed

about how we feel about being dehumanized

Slide 35

Slide 35

SpecializationDivision of Labor

AuthorityResponsibility

Discipline

Unity of Command

Unity of Direction

Subordination of Individual Interest

Remuneration

Centralization

Line of Authority

Order

Equity

Stability of Tenure

Initiative

Espirit de Corps

Audio

Fayol was one of the very first to study and write about management His list of 14 principles is

still considered the backbone of management responsibilities Our framework of plan organize

lead and control is derived from Fayolrsquos 14 principles

Slide 36

Early management Principles Human Relations Approach

Mary Parker Follett

Empowerment

Teams

Elton Mayo

Hawthorn Studies

Chester Barnard

Functions of the Executive

Leadership Principles

Audio

Eventually the scientific management approach started to give way to the human relations

approach We started to recognize that itrsquos people that do the work itrsquos not just the tasks

themselves Three early theorists in this area were Mary Parker Follet Elton Mayo and Chester

Page 16 of 18

Barnard Mary Parker Follet was an incredible woman who in the early 1900s wrote about things

like teams and empowerment She talked about managers having power with employees rather

than power over employees Elton Mayo didnrsquot actual conduct the Hawthorn Studies but he is

given credit for interpreting the studies and recognizing the importance of recognizing

individuals and people involved in production Chester Barnard wrote the book Functions of

the Executive Itrsquos an interesting book I highly recommend it He talked about leadership

principles and recognizing again the contributions of the individuals involved That these are not

machines but theyrsquore actual real live humans

Slide 37

Limitations of Early Theorists

Audio

We are often quick to criticize early management theories as being dehumanizing We have to

remember though that we live in a different world than they did Jobs have changed society has

changed technology has changed consequently theories of management needed to change as

well They did the best with what they could and Irsquom not so sure we have perfected it even

today

Slide 38

MANAGEMENT IDEAS OF THE 1990s

Peter Drucker

Tom Peters and Robert Waterman

Warren Bennis

Audio

Your text talks about some of the more recent management ideas that have started to appear

since the 80s and 90s As you read through these and review them I encourage you to note how

different they are from the early scientific management approaches Itrsquos a lot less about tasks and

a lot more about people

Slide 39

Slide 39

In Search Of Excellence

Managing Ambiguity and Paradox

A Bias for Action

Close to the Customer

Autonomy and Entrepreneurship

Productivity through People

Hands-On Value-Driven

Stick to the Knitting

Simple Form Lean Staff

Simultaneous Loose-Tight Properties

Page 17 of 18

Audio

There are a lot of books I am likely to recommend to you throughout the semester but I strongly

recommend this one It would be in my top three In Search of Excellence really did change the

way we think about workers You can get a copy of it fairly cheap on Amazon I am sure It

makes for very good reading

Slide 40

Peterrsquos Management Recommendations

Audio

Every time I see Petersrsquo management recommendations Irsquom reminded of what a student said in

class We were doing some comparisons between business organizations and a football team So

we were contrasting the various roles between the two organizations Somebody asked what role

on the football team would the CEO have Most people said he would be the head coach or hersquod

be the quarterback or something along that line But one of the students was shaking his head

and I asked him what he was thinking He said that really the CEO is more like the offensive

line Everybody giggled and looked at him strange He said ldquoNo really The CEO isnrsquot the most

talented person in the organization but hersquos the person in power The person who has the power

to get rid of the obstacles to let the really talented people do what they do bestrdquo I thought that

was pretty insightful and it certainly fits with Petersrsquo recommendations here

Slide 41

Slide 41

What is your learning style

1 How do you prefer to process information actively ndash through engagement in physical

activity or discussion or reflectively ndash through introspection

2 What type of information do you preferentially perceive sensory (external)-sights

sounds physical sensations or intuitive (internal)-possibilities insights hunches

3 Through which sensory channel is external information most effectively perceived

visual-pictures diagrams graphs demonstrations or verbal-words sounds

4 How o you progress toward understanding sequentially-in continual steps or globally-in

large jumps holistically

Audio

The last section in each of the unit will give you practical advice on how to improve your

management skills This one starts off by looking at learning styles and goal setting The learning

style material is for your own reflection here You wonrsquot be tested on this but I would encourage

you to look at these final sections of each chapter as a good opportunity to improve your ability

to be a good manager

Slide 42

SMART Goals

Page 18 of 18

Specific

Measurable

Attainable

Realistic

Timely

Audio

While I wonrsquot test you on the learning styles I will test you on the SMART goals This

material is actually very important Remember our discussion about planning Goal setting is an

important part of planning Managers often use these principles of SMART goals to help them

design good goals for the organization SMART goals should be specific measurable

attainable realistic and timely

Slide 43

Slide 43

What is your learning style

How does your style compare with your prior intuition

What target learning issue could you use to experiment with the gauge-discover-reflect

framework

What does the acronym SMART refer to in the context of goal setting

What SMART goals could you apply to your target learning issue

Audio

None (Discussion Slide)

Slide 44

Slide 44

What goals seem to dominate early management principles

Do you see any commonalities between Fayolrsquos principles of management from 1911 and

those of Tom Peters in the 1990s

Are there any jobs today for which time and motion studies would make sense to do

Would any other skills need to be taught as well

What do early management principles leave out

How would you put some of the ideas of the 1990s into practice

What aspects of POLC would be most likely to change based on what you have learned

in this section

Audio

None (Discussion Slide)

Page 15 of 18

it dehumanized the workers In fact many workers were afraid they would lose their jobs to

nothing but equipment and large machinery They didnrsquot like this As you watch the film clips

from Modern Times and from Office Space you can see that not much has really changed

about how we feel about being dehumanized

Slide 35

Slide 35

SpecializationDivision of Labor

AuthorityResponsibility

Discipline

Unity of Command

Unity of Direction

Subordination of Individual Interest

Remuneration

Centralization

Line of Authority

Order

Equity

Stability of Tenure

Initiative

Espirit de Corps

Audio

Fayol was one of the very first to study and write about management His list of 14 principles is

still considered the backbone of management responsibilities Our framework of plan organize

lead and control is derived from Fayolrsquos 14 principles

Slide 36

Early management Principles Human Relations Approach

Mary Parker Follett

Empowerment

Teams

Elton Mayo

Hawthorn Studies

Chester Barnard

Functions of the Executive

Leadership Principles

Audio

Eventually the scientific management approach started to give way to the human relations

approach We started to recognize that itrsquos people that do the work itrsquos not just the tasks

themselves Three early theorists in this area were Mary Parker Follet Elton Mayo and Chester

Page 16 of 18

Barnard Mary Parker Follet was an incredible woman who in the early 1900s wrote about things

like teams and empowerment She talked about managers having power with employees rather

than power over employees Elton Mayo didnrsquot actual conduct the Hawthorn Studies but he is

given credit for interpreting the studies and recognizing the importance of recognizing

individuals and people involved in production Chester Barnard wrote the book Functions of

the Executive Itrsquos an interesting book I highly recommend it He talked about leadership

principles and recognizing again the contributions of the individuals involved That these are not

machines but theyrsquore actual real live humans

Slide 37

Limitations of Early Theorists

Audio

We are often quick to criticize early management theories as being dehumanizing We have to

remember though that we live in a different world than they did Jobs have changed society has

changed technology has changed consequently theories of management needed to change as

well They did the best with what they could and Irsquom not so sure we have perfected it even

today

Slide 38

MANAGEMENT IDEAS OF THE 1990s

Peter Drucker

Tom Peters and Robert Waterman

Warren Bennis

Audio

Your text talks about some of the more recent management ideas that have started to appear

since the 80s and 90s As you read through these and review them I encourage you to note how

different they are from the early scientific management approaches Itrsquos a lot less about tasks and

a lot more about people

Slide 39

Slide 39

In Search Of Excellence

Managing Ambiguity and Paradox

A Bias for Action

Close to the Customer

Autonomy and Entrepreneurship

Productivity through People

Hands-On Value-Driven

Stick to the Knitting

Simple Form Lean Staff

Simultaneous Loose-Tight Properties

Page 17 of 18

Audio

There are a lot of books I am likely to recommend to you throughout the semester but I strongly

recommend this one It would be in my top three In Search of Excellence really did change the

way we think about workers You can get a copy of it fairly cheap on Amazon I am sure It

makes for very good reading

Slide 40

Peterrsquos Management Recommendations

Audio

Every time I see Petersrsquo management recommendations Irsquom reminded of what a student said in

class We were doing some comparisons between business organizations and a football team So

we were contrasting the various roles between the two organizations Somebody asked what role

on the football team would the CEO have Most people said he would be the head coach or hersquod

be the quarterback or something along that line But one of the students was shaking his head

and I asked him what he was thinking He said that really the CEO is more like the offensive

line Everybody giggled and looked at him strange He said ldquoNo really The CEO isnrsquot the most

talented person in the organization but hersquos the person in power The person who has the power

to get rid of the obstacles to let the really talented people do what they do bestrdquo I thought that

was pretty insightful and it certainly fits with Petersrsquo recommendations here

Slide 41

Slide 41

What is your learning style

1 How do you prefer to process information actively ndash through engagement in physical

activity or discussion or reflectively ndash through introspection

2 What type of information do you preferentially perceive sensory (external)-sights

sounds physical sensations or intuitive (internal)-possibilities insights hunches

3 Through which sensory channel is external information most effectively perceived

visual-pictures diagrams graphs demonstrations or verbal-words sounds

4 How o you progress toward understanding sequentially-in continual steps or globally-in

large jumps holistically

Audio

The last section in each of the unit will give you practical advice on how to improve your

management skills This one starts off by looking at learning styles and goal setting The learning

style material is for your own reflection here You wonrsquot be tested on this but I would encourage

you to look at these final sections of each chapter as a good opportunity to improve your ability

to be a good manager

Slide 42

SMART Goals

Page 18 of 18

Specific

Measurable

Attainable

Realistic

Timely

Audio

While I wonrsquot test you on the learning styles I will test you on the SMART goals This

material is actually very important Remember our discussion about planning Goal setting is an

important part of planning Managers often use these principles of SMART goals to help them

design good goals for the organization SMART goals should be specific measurable

attainable realistic and timely

Slide 43

Slide 43

What is your learning style

How does your style compare with your prior intuition

What target learning issue could you use to experiment with the gauge-discover-reflect

framework

What does the acronym SMART refer to in the context of goal setting

What SMART goals could you apply to your target learning issue

Audio

None (Discussion Slide)

Slide 44

Slide 44

What goals seem to dominate early management principles

Do you see any commonalities between Fayolrsquos principles of management from 1911 and

those of Tom Peters in the 1990s

Are there any jobs today for which time and motion studies would make sense to do

Would any other skills need to be taught as well

What do early management principles leave out

How would you put some of the ideas of the 1990s into practice

What aspects of POLC would be most likely to change based on what you have learned

in this section

Audio

None (Discussion Slide)

Page 16 of 18

Barnard Mary Parker Follet was an incredible woman who in the early 1900s wrote about things

like teams and empowerment She talked about managers having power with employees rather

than power over employees Elton Mayo didnrsquot actual conduct the Hawthorn Studies but he is

given credit for interpreting the studies and recognizing the importance of recognizing

individuals and people involved in production Chester Barnard wrote the book Functions of

the Executive Itrsquos an interesting book I highly recommend it He talked about leadership

principles and recognizing again the contributions of the individuals involved That these are not

machines but theyrsquore actual real live humans

Slide 37

Limitations of Early Theorists

Audio

We are often quick to criticize early management theories as being dehumanizing We have to

remember though that we live in a different world than they did Jobs have changed society has

changed technology has changed consequently theories of management needed to change as

well They did the best with what they could and Irsquom not so sure we have perfected it even

today

Slide 38

MANAGEMENT IDEAS OF THE 1990s

Peter Drucker

Tom Peters and Robert Waterman

Warren Bennis

Audio

Your text talks about some of the more recent management ideas that have started to appear

since the 80s and 90s As you read through these and review them I encourage you to note how

different they are from the early scientific management approaches Itrsquos a lot less about tasks and

a lot more about people

Slide 39

Slide 39

In Search Of Excellence

Managing Ambiguity and Paradox

A Bias for Action

Close to the Customer

Autonomy and Entrepreneurship

Productivity through People

Hands-On Value-Driven

Stick to the Knitting

Simple Form Lean Staff

Simultaneous Loose-Tight Properties

Page 17 of 18

Audio

There are a lot of books I am likely to recommend to you throughout the semester but I strongly

recommend this one It would be in my top three In Search of Excellence really did change the

way we think about workers You can get a copy of it fairly cheap on Amazon I am sure It

makes for very good reading

Slide 40

Peterrsquos Management Recommendations

Audio

Every time I see Petersrsquo management recommendations Irsquom reminded of what a student said in

class We were doing some comparisons between business organizations and a football team So

we were contrasting the various roles between the two organizations Somebody asked what role

on the football team would the CEO have Most people said he would be the head coach or hersquod

be the quarterback or something along that line But one of the students was shaking his head

and I asked him what he was thinking He said that really the CEO is more like the offensive

line Everybody giggled and looked at him strange He said ldquoNo really The CEO isnrsquot the most

talented person in the organization but hersquos the person in power The person who has the power

to get rid of the obstacles to let the really talented people do what they do bestrdquo I thought that

was pretty insightful and it certainly fits with Petersrsquo recommendations here

Slide 41

Slide 41

What is your learning style

1 How do you prefer to process information actively ndash through engagement in physical

activity or discussion or reflectively ndash through introspection

2 What type of information do you preferentially perceive sensory (external)-sights

sounds physical sensations or intuitive (internal)-possibilities insights hunches

3 Through which sensory channel is external information most effectively perceived

visual-pictures diagrams graphs demonstrations or verbal-words sounds

4 How o you progress toward understanding sequentially-in continual steps or globally-in

large jumps holistically

Audio

The last section in each of the unit will give you practical advice on how to improve your

management skills This one starts off by looking at learning styles and goal setting The learning

style material is for your own reflection here You wonrsquot be tested on this but I would encourage

you to look at these final sections of each chapter as a good opportunity to improve your ability

to be a good manager

Slide 42

SMART Goals

Page 18 of 18

Specific

Measurable

Attainable

Realistic

Timely

Audio

While I wonrsquot test you on the learning styles I will test you on the SMART goals This

material is actually very important Remember our discussion about planning Goal setting is an

important part of planning Managers often use these principles of SMART goals to help them

design good goals for the organization SMART goals should be specific measurable

attainable realistic and timely

Slide 43

Slide 43

What is your learning style

How does your style compare with your prior intuition

What target learning issue could you use to experiment with the gauge-discover-reflect

framework

What does the acronym SMART refer to in the context of goal setting

What SMART goals could you apply to your target learning issue

Audio

None (Discussion Slide)

Slide 44

Slide 44

What goals seem to dominate early management principles

Do you see any commonalities between Fayolrsquos principles of management from 1911 and

those of Tom Peters in the 1990s

Are there any jobs today for which time and motion studies would make sense to do

Would any other skills need to be taught as well

What do early management principles leave out

How would you put some of the ideas of the 1990s into practice

What aspects of POLC would be most likely to change based on what you have learned

in this section

Audio

None (Discussion Slide)

Page 17 of 18

Audio

There are a lot of books I am likely to recommend to you throughout the semester but I strongly

recommend this one It would be in my top three In Search of Excellence really did change the

way we think about workers You can get a copy of it fairly cheap on Amazon I am sure It

makes for very good reading

Slide 40

Peterrsquos Management Recommendations

Audio

Every time I see Petersrsquo management recommendations Irsquom reminded of what a student said in

class We were doing some comparisons between business organizations and a football team So

we were contrasting the various roles between the two organizations Somebody asked what role

on the football team would the CEO have Most people said he would be the head coach or hersquod

be the quarterback or something along that line But one of the students was shaking his head

and I asked him what he was thinking He said that really the CEO is more like the offensive

line Everybody giggled and looked at him strange He said ldquoNo really The CEO isnrsquot the most

talented person in the organization but hersquos the person in power The person who has the power

to get rid of the obstacles to let the really talented people do what they do bestrdquo I thought that

was pretty insightful and it certainly fits with Petersrsquo recommendations here

Slide 41

Slide 41

What is your learning style

1 How do you prefer to process information actively ndash through engagement in physical

activity or discussion or reflectively ndash through introspection

2 What type of information do you preferentially perceive sensory (external)-sights

sounds physical sensations or intuitive (internal)-possibilities insights hunches

3 Through which sensory channel is external information most effectively perceived

visual-pictures diagrams graphs demonstrations or verbal-words sounds

4 How o you progress toward understanding sequentially-in continual steps or globally-in

large jumps holistically

Audio

The last section in each of the unit will give you practical advice on how to improve your

management skills This one starts off by looking at learning styles and goal setting The learning

style material is for your own reflection here You wonrsquot be tested on this but I would encourage

you to look at these final sections of each chapter as a good opportunity to improve your ability

to be a good manager

Slide 42

SMART Goals

Page 18 of 18

Specific

Measurable

Attainable

Realistic

Timely

Audio

While I wonrsquot test you on the learning styles I will test you on the SMART goals This

material is actually very important Remember our discussion about planning Goal setting is an

important part of planning Managers often use these principles of SMART goals to help them

design good goals for the organization SMART goals should be specific measurable

attainable realistic and timely

Slide 43

Slide 43

What is your learning style

How does your style compare with your prior intuition

What target learning issue could you use to experiment with the gauge-discover-reflect

framework

What does the acronym SMART refer to in the context of goal setting

What SMART goals could you apply to your target learning issue

Audio

None (Discussion Slide)

Slide 44

Slide 44

What goals seem to dominate early management principles

Do you see any commonalities between Fayolrsquos principles of management from 1911 and

those of Tom Peters in the 1990s

Are there any jobs today for which time and motion studies would make sense to do

Would any other skills need to be taught as well

What do early management principles leave out

How would you put some of the ideas of the 1990s into practice

What aspects of POLC would be most likely to change based on what you have learned

in this section

Audio

None (Discussion Slide)

Page 18 of 18

Specific

Measurable

Attainable

Realistic

Timely

Audio

While I wonrsquot test you on the learning styles I will test you on the SMART goals This

material is actually very important Remember our discussion about planning Goal setting is an

important part of planning Managers often use these principles of SMART goals to help them

design good goals for the organization SMART goals should be specific measurable

attainable realistic and timely

Slide 43

Slide 43

What is your learning style

How does your style compare with your prior intuition

What target learning issue could you use to experiment with the gauge-discover-reflect

framework

What does the acronym SMART refer to in the context of goal setting

What SMART goals could you apply to your target learning issue

Audio

None (Discussion Slide)

Slide 44

Slide 44

What goals seem to dominate early management principles

Do you see any commonalities between Fayolrsquos principles of management from 1911 and

those of Tom Peters in the 1990s

Are there any jobs today for which time and motion studies would make sense to do

Would any other skills need to be taught as well

What do early management principles leave out

How would you put some of the ideas of the 1990s into practice

What aspects of POLC would be most likely to change based on what you have learned

in this section

Audio

None (Discussion Slide)